BEGIN:VCALENDAR VERSION:2.0 PRODID:-//Vrije Universiteit Amsterdam//NONSGML v1.0//EN NAME:PhD defence S. Kateb METHOD:PUBLISH BEGIN:VEVENT DTSTART:20260904T134500 DTEND:20260904T151500 DTSTAMP:20260904T134500 UID:phd-defence-s-kateb@8F96275E-9F55-4B3F-A143-836282E12573 CREATED:20260825T025120 LOCATION:Hoofdgebouw, Aula, 1105, De Boelelaan, 1081 HV, Amsterdam SUMMARY:PhD defence S. Kateb X-ALT-DESC;FMTTYPE=text/html:

Paving through the C ovid-19 Crisis

How do you provide good care in ti mes of crisis?

Physical presence is indispens able for good care during a prolonged crisis That is the conclusion o f organisational scholar Sanaz Kateb, who studied social care organis ations in Amsterdam during the COVID-19 crisis. When care professiona ls and clients saw each other less often, misunderstandings arose mor e quickly and it became harder to properly assess what people needed. As a result, pressure on both clients and professionals increased.

Kateb examined how care organisations had to adapt thei r work when COVID-19 measures profoundly changed day-to-day care. The se organisations support people in vulnerable situations, such as tho se without a fixed place to live, people living in poverty or people with mental health difficulties. She interviewed care professionals a nd clients, and observed up close how care was provided at different moments during the pandemic. Kateb: “This allowed me to follow how organisations adapted their ways of working over time, and what impac t this had on clients, professionals and the way care was organised.� ��

While many people quickly switched to digital tools to stay in touch during the COVID-19 crisis, Kateb studied how social care or ganisations used these tools in their care provision. “Digital tool s could support care and offered new possibilities, but they could no t fully replace personal contact. Good care during a prolonged crisis therefore requires flexibility as well as sufficient room for human proximity. The research shows this clearly.”

According to Kat eb, this is an important lesson for future crises. Organisations and policymakers should not only introduce crisis measures quickly, but a lso keep testing them against practice. “Good care in times of cris is means not only acting quickly, but also repeatedly asking what peo ple need, what is working and where measures are unintentionally crea ting new problems.”

More information on the thesis

DESCRIPTION: Paving through the Covid-19 Crisis

How do you provide good care in times of crisis?

Physical presence is indispensable for good care during a prolonged crisis Tha t is the conclusion of organisational scholar Sanaz Kateb, who studie d social care organisations in Amsterdam during the COVID-19 crisis. When care professionals and clients saw each other less often, misund erstandings arose more quickly and it became harder to properly asses s what people needed. As a result, pressure on both clients and profe ssionals increased.Kateb examined how care organisations had to adapt their work when COVID-19 measures profoundly changed day-to -day care. These organisations support people in vulnerable situation s, such as those without a fixed place to live, people living in pove rty or people with mental health difficulties. She interviewed care p rofessionals and clients, and observed up close how care was provided at different moments during the pandemic. Kateb: “This allowed me to follow how organisations adapted their ways of working over time, and what impact this had on clients, professionals and the way care w as organised.”While many people quickly switched to digital tools t o stay in touch during the COVID-19 crisis, Kateb studied how social care organisations used these tools in their care provision. “Digit al tools could support care and offered new possibilities, but they c ould not fully replace personal contact. Good care during a prolonged crisis therefore requires flexibility as well as sufficient room for human proximity. The research shows this clearly.”According to Kat eb, this is an important lesson for future crises. Organisations and policymakers should not only introduce crisis measures quickly, but a lso keep testing them against practice. “Good care in times of cris is means not only acting quickly, but also repeatedly asking what peo ple need, what is working and where measures are unintentionally crea ting new problems.”More information on the thesis END:VEVENT END:VCALENDAR