Today's organizations face a number of challenges every day. Derived from the great changes in the environment, it becomes difficult to determine the set of actions and strategies that lead the company to achieve its objectives. Many of the companies are left in the attempt to adapt to changes by not being prepared with enough elements to anticipate or to be able to face them.
However, those companies that are capable of facing the changes that the environment supposes, manage to develop some competitive advantages that prepare them for future problems.
Despite all the preparation that companies may have to deal with the different problems, there are unplanned adverse events that at some point may affect the company. All companies at some point come to face various types of problems, however not all companies react in the same way either during the problem or after it ends. What happens after the company goes through a problematic situation and the ability to recover from said situation to get back on track towards its objectives has in recent times been analyzed to determine the characteristics of said organization and the possible application to other organizations.
What is the capacity of companies to recover from the unfavorable circumstances they are going through?
In organizations it is known as organizational resilience
RESILIENCE
The definition of resilience says that it is “the ability to recover and maintain adaptive behavior after abandonment or initial disability at the onset of a stressful event” (GARMEZY, 1971).
Another definition affirms that resilience is “a type of phenomenon characterized by good results despite serious threats to adaptation or development” (MASTEN, 2001).
These definitions are based on the use given to the term resilience in the field of psychology. This term began to be used after clinical reports showed that some patients who had suffered an extreme situation during some time of their life, especially during childhood, could recover without developing other types of problems.
In terms of psychology, there are many clinical cases in which the faculty or ability of people to get ahead after going through a crisis, call it illness, traumatic experience, etc., is verified.
The term resilience arises in Physics since some materials are attributed the ability to return to their initial state after being manipulated. However, the term was coined to the social sciences in 1972 by Michael Rutter through some studies of psychology in people considered invulnerable during that time to which Rutter looked for the reasons for said invulnerability. When more detailed studies of this type of capacity are carried out, it is important to emphasize that the real sense of resilience does not imply that people or organizations are not affected by the problematic situations they go through,rather, they have the ability to recover after experiencing these problems and in many cases resume their activities as if the situation had not happened.
However, applications in physics and psychology are not the only ones for the term resilience. In more recent times the term has been used for organizations. For this reason, there are definitions that say that resilience is “the universal capacity that allows a person, group or community, to minimize or overcome the harmful effects of adversity, resilience can transform or strengthen people's lives” (KOTILARENCO & CACERES, 1997)
According to this definition, resilience does not develop exclusively in individuals, but can also be found in those groups or organizations that these individuals make up. Like the different disciplines in which resilience is studied, in the case of resilience in groups it also deserves such a study since each organization or group is different from the others.
In this sense, a new approach appears which analyzes resilience from the point of view of sociology. According to sociology, resilience “is the ability to face economic and ecological stress, and still achieve a relatively high degree of satisfaction of needs, without impairing the ability to satisfy needs, nor the ability to enjoy such satisfaction. in the future ”(MÜLLER, 1996)
This last definition allows us to bring the term resilience a little closer to the business environment by applying the terminology to organizations in a business or company sense. In the business sphere, resilience can be defined as "the ability of companies to overcome unfavorable circumstances, which have generated changes in their usual development" (LEÓN, 2013)
In organizational terms, it is important to highlight the importance for administrators or managers of organizations to identify factors or elements that those companies that recover from adversity have. When analyzing these situations in organizations, it can be detected that not all organizations have these skills despite interacting in the same environment or with equal conditions. For the leaders of the organizations or even for those people or investors who intend to enter the business field, resilience can benefit them as an element that allows this new organization from the moment of its creation to have a firm foundation and to be prepared to any eventuality.
Illustration 1: RESILIENCE AND APPLICATIONS IN THE SCIENCES (LEÓN, 2013)
CHARACTERISTICS OF RESILIENCE
Resilience as a term of application in the social sciences has the following characteristics:
- Resilience can be applied by any individual or organization Resilience can be individual or group An organization or individual demonstrates that it is resilient only when it faces adversity Resilience implies transforming that adversity into an opportunity Resilience has no relation to the economic condition of the organization or individual It takes place During episodes, it is not stable or absolute It puts into operation all the individual and organizational strengths which are focused on the same objective It must be developed in interaction with the environment and with other individuals or organizations. (LUNA, 2016)
ORGANIZATIONAL RESILIENCE
Previously, reference was made to the definitions that the different sciences applied to the term resilience.
One more definition of resilience from the organizational point of view tells us that organizational resilience is defined as “the ability of the company and all its members to accept and make change their own without diminishing or losing the energy and well-being of the company. organization and its individuals. " (PATTERSON, 1997)
According to this definition, changes or adverse events will sooner or later occur, however, if the organization has resilience, it will be prepared and will have a solid structure that will not allow the company to fail.
In this sense, some of the characteristics of resilient organizations are:
- They are innovative and creative organizations They recognize the importance of human capital and the implications of people's actions in the organization. For this reason they pay special attention to the physical, psychological and social aspects of their employees.In the midst of uncertainty they offer a safe environment They know how to overcome crisis situations through the skills and resources of their employees.They manage emotions in order to achieve continuous transformation and change They are attentive to changes in the environment in order to react in a timely manner to any situation that may arise They are able to renew themselves and with the ability to adjust to new challenges and demands of the environment They have extensive knowledge about their capabilities,Threats and opportunities faced by the organization They take their workers and managers into account in decision-making, which improves communication processes and human capital management by feeling an important part of the organization. (LUNA, 2016).
PROTECTIVE FACTORS IN RESILIENCE
Protective factors are those that allow the existence of resilience and its development. These types of factors seek to reduce the effects of risks on the organization and on the people who make it up. In this way, protective factors allow dialogue between individuals and their environment and are focused on a single objective: to face the challenges that the organization has. Protective factors are:
PSYCHOSOCIAL PROTECTIVE FACTORS
- Close and affectionate environment Leadership that supports the performance of workers Communication based on trust with collaborators Leaders who care about stimulating others Team work Systemic support of the organization Values for individual and group performance
COGNITIVE PROTECTIVE FACTORS
- Intrapersonal knowledge Empathy Self-esteem Motivation for achievement Sense of self-sufficiency Elimination of sense of hopelessness Autonomy and independence Skills to guide tasks
TEMPERAMENTAL PROTECTIVE FACTORS
- Intelligence for interpersonal management Collaborative skills Positive and creative humor Recognition of good practices
SOCIOCULTURAL PROTECTIVE FACTORS
- System of beliefs and values Social relations system Management coordination system Educational system
LEADERSHIP PROTECTIVE FACTORS
- Self-management Communication management Diversity management Ethics management Cross-cultural management Team management
According to these factors, resilience is a lifestyle not just an emerging concept in situations of adversity. Taking care of the human factor and the recognition that they are an important part of the organization are an important part of the resilience process. (VELIZ, 2011).
BUILDING RESILIENCE
When carrying out the construction of resilience, it can be compared to the construction of a house and its different elements. This tool is known as Stefan Vanistendael's house of resilience, which helps to identify resilient elements in a qualitative way.
Illustration 2 Little house of resilience (MI ESPACIO RESILIENTE, 2013)
- FLOOR. Represents basic material needs which include food, shelter, and clothing. For resilience to exist, these needs must be met. Although meeting these needs is important, it is not enough just to meet these needs. It represents the trust acquired over time and the experiences we have had with those close to us.
In this sense, the acceptance of the different groups in which the individual works allows development in the construction of resilience.
- FIRST FLOOR. It means giving meaning to everything that happens to us, that is, obtaining learning from each of the situations. SECOND FLOOR. Include other types of experiences. Personal and social attitudes, self-esteem and sense of humor ROOF. It implies the openness to incorporate new experiences. It also refers to the fact that life does not stop because of difficult situations. (MY RESILIENT SPACE, 2013)
The construction of resilience through the model of a house shows that each of its elements are interrelated as each of its rooms would be in a house.
Each of these elements has its application in the organizational sphere.
Illustration 3 HOUSE OF ORGANIZATIONAL RESILIENCE (LUNA, 2016)
- FOUNDATIONS. Basic elements for the organization to survive. Although they are basic, they should not be forgotten by the company since on many occasions the problems that the company faces have to do with them. They are the relationships that the company has with its employees, suppliers and customers. It focuses on the acceptance that the company has before its different audiences.FIRST FLOOR. Through elements such as mission, vision, values, objectives, etc., it seeks to provide a meaning to the existence of the organization. SECOND FLOOR. The employees' sense of belonging to the organization is sought, as well as its identification by the workers. It also involves the work environment and possible conflicts that arise in the company in order to understand the degree of happiness of the collaborators.ENTRETECHO. Analyze the opening of the company to face new experiences, new fields. It implies that companies are willing to change (LUNA, 2016)
IMPORTANCE OF MANAGEMENT FOR RESILIENCE
In order for an organization to be resilient, it is necessary to start from the highest part of the organizational structure, that is, the CEO1 intervenes in this process.
The manager of an organization must have certain characteristics that place him in that position. Business acumen and strategic thinking are just a few of them. Likewise, they must work together with the other managers of the organization in order to work together to achieve their objectives.
________
1 Term applied to General Managers, General Directors, Chief Executive Officer (for its acronym in English)
Another of the characteristics that a CEO must have is knowledge of the environment in which his organization develops in order to be able to instruct and be an example of all subordinates and to generate short and long-term plans based on that knowledge which allows you to be prepared for the different contingencies that may arise.
This characteristic is very important since the knowledge one has about the environment and the possible problems that could be faced in the organization allows the organization to be prepared for these challenges. Before they occur and not that they are organizations that only respond when the problem arises.
Likewise, when the organization goes through problematic situations, the main responsibility of recovering once the problem is overcome resides in the CEO, who, being the head of the organization, establishes the strategies, methods and tools that allow the company to recovery in the shortest possible time.
The skills of the managers of the organization not only focus on the strategic aspect of the organization, but they must also focus on that human aspect of the organization. Like the study of resilience in the psychological aspect, during a crisis or adverse episode of the organization, the human capital of the organization is also affected, so having a manager who cares about said capital and instill encouragement, be able to transmit as much information as possible, that allows them to know in a real way the situation of the company and not feel in an environment of uncertainty, benefits the resurgence of the company and allows it to face with new strength the problems that could be presented.
Some other characteristics of the CEO of benefit to a resilient organization are:
- Creativity Ability to inspire their collaborators Ability to carry out a self-diagnosis Is realistic with their strengths and knows their weaknesses Strategist (LEÓN F., 2015).
FACTORS AFFECTING ORGANIZATIONAL RESILIENCE
- Leadership. When a crisis occurs, the future of the organization is uncertain for each of its members. In such a case, it will be up to the leader to be able to bring his organization to fruition. The leadership that must be applied in these types of situations goes beyond being only resolutive, but must anticipate problematic situations and be able to count on a series of possibilities of solution or act in such situations. When the organization observes that its leader seeks solutions to problems, it will be able to identify with him and make contributions according to his possibilities. It allows identifying the problems that lead to a crisis and does not focus its focus only on those consequences of these problems.For this purpose the company must carry out an optimization of its resources that allows it to manage them especially in times of crisis. Sense of belonging. It implies that workers feel part of the company. That gets to transmit the ideals that the company has. Helps the resurgence of an organization after a crisis stage. (LUNA, 2016).
The lack of these elements in organizations prevent the existence of resilience in the organization.
The great challenges imposed by the environment in which activities are developed today make organizations change the way they carry out their activities. In today's environment there are continually moments of crisis for which organizations must be prepared. Resilience goes beyond being able to return to your activities again as if nothing had happened, but involves preparing for possible future events in order not to suffer the same consequences again. Not all organizations are capable of doing it, only those that achieve it can survive the complicated market in which they have to compete.That is why it should be a priority for organizations to become resilient organizations and put in the mentality of each of their collaborators the idea that they are an important part of the company, and that only through their support can the company come out ahead of the crises. Likewise, company managers must have the ability to lead the company in an environment of companionship and commitment that allows them to be resilient. Resilience is a lifestyle that today's organizations would do well to embrace it.Resilience is a lifestyle that today's organizations would do well to embrace it.Resilience is a lifestyle that today's organizations would do well to embrace it.
P ROPOSAL THESIS
ORGANIZATIONAL RESILIENCE MEASUREMENT IN COMPANIES IN THE ORIZABA REGION
OBJECTIVE
DESIGN A LOCAL APPLICATION MEASUREMENT INSTRUMENT THAT ALLOWS TO DETERMINE THE DEGREE OF RESILIENCE OF ORGANIZATIONS AND THE IMPLEMENTATION OF STRATEGIES THAT ALLOW TO IMPROVE THE LEVEL OF RESILIENCE
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Amisaday Huerta Zamora. Bachelor of Administration from the Superior Technological Institute of Tierra Blanca
Student of the Master in Administrative Engineering at the Technological Institute of Orizaba
With thanks to the National Technological Institute of Mexico for being able to belong to him and to Dr. Fernando Aguirre y Hernández for the motivation for preparing these articles for the subject of Fundamentals of Administrative Engineering.
FROM CRISIS TO SUCCESS Organizational resilience LA Amisaday Huerta Zamora Orizaba Ver. October 22, 2016
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