Patient safety in health services often relies excessively on workarounds (WAs) carried out by frontline workers to cope with constraints. As a drawback, WAs imply risks and have dual effects on overall system performance. Moreover, WAs are triggered by social, technical, and organizational factors that cannot be completely eliminated through work system design. Therefore, managing WAs by using resilience engineering (RE) principles seems to be a suitable approach as it acknowledges the complexity underpinning Was and their dual sides. This study explores how RE can contribute to managing WAs in health services. A case study of 22 WAs used in barcode medication administration (BCMA) of a large teaching hospital was conducted. In particular, the study investigated organizational practices adopted by the clinical risk management and quality and safety departments. Data collection included document analysis, 12 interviews, and 100 hours of non-participant observations of activities conducted in both departments. The dataset underwent a thematic analysis using the four potentials of resilient systems as predefined themes. The results revealed 26 practices, of which: 11 contribute to anticipating the need for WAs and their risks; six contribute to learning from WAs, informing system design improvements; five contribute to monitoring system performance and the conditions associated with the emergence of WAs; and four contribute to responding to the factors that trigger the need for WAs, thereby reducing their occurrence. The study also discusses relationships between these practices and how they can be enhanced or complemented by other practices, aiming at safe and resilient BCMA.