The human being has gone through many stages of evolution and in the same way many stages of transformation or changes of the earth. Since its inception, the human being has been in a struggle to suffer and survive in a certain way to those changes that have been presented to him during his stay on earth.
All these changes have forced him to learn to recover from what has happened and try to stand up in the face of falls, and start again to achieve his goal, to this ability to recover from problems, trauma to falls and other situations is called resilience.
Organizations today are a very similar entity to people, since they have become intelligent, therefore they suffer similarly from these types of problems or attacks to which it is necessary that they can and learn to prevail.
The accelerated pace of the economy, like that of technology, causes many companies to be unable to keep up with them, lagging behind and losing their way to evolution, so they are caught in a loop that leads them towards obsolescence or towards decline so they must learn to try to make quick changes if they want to stay in the market.
This is why organizations must learn to recompose the path that the market and the economy are moving hand in hand with technology and in this way be able to continue competing within it, an organization that cannot return to a state of control over situation is destined to not find the way, that is why organizations must also be resilient and carry out organizational resilience.
Definitions
According to (Gardey, 2013) the definition of resilience is as follows:
Another definition of resilience that can be found at (wikipedia.org, 2018) is as follows:
However, the concept has undergone major changes since the 1960s. Initially, it was interpreted as an innate condition, then it focused on factors that were not only individual, but also family, community, and, currently, cultural. Researchers in the 21st century understand resilience as a community and cultural process, which responds to three models that explain it:
- Compensatory model Protection models Challenge model (wikipedia.org, 2018)
Organizational resilience.
Similarly, we must define what organizational resilience means and for this we can find the following at (bsigroup.com):
We also have the definition by (wikipedia.org, https://es.wikipedia.org, 2018) that tells us:
Resilience story
The term resilience has been used in various ways. Among psychologists, Emmy Werner, in 1995 refers to three general uses of the term resilience: good development despite high social risk; maintenance of competences despite continuous stress; and recovery after trauma.
Emily Hunter, in 1999, conceptualizes resilience as a continuum between two poles: "less than optimal resilience" and "optimal resilience". In the case of adolescents subjected to psychosocial risk who respond less than optimally, this type of response includes "violent survival tactics, high-risk behaviors and social and emotional abandonment", and that the most likely prognosis is that they are poor adults. adapted.
Michael Rutter, between 1999 and 2000, defines resilience as resistance relative to psychosocial risk, without necessarily expecting a positive result, but rather focused on the way or process in which the person faces risk. Rutter developed his studies from three research areas: the study of high-risk populations such as the children of parents with mental illness; the studies on temperament carried out in the 1960s and the study of differences at the individual level to face different life situations.
Suniya Luthar, between 2000 and 2006, defines resilience as a positive adaptation despite adversity, emphasizing the two elements that constitute it: significant adversity and positive adaptation, which leads to the conclusion that resilience is only measured indirectly through these elements. This idea is shared by several researchers. (wikipedia.org, https://es.wikipedia.org, 2018)
Types of resilience
Individual resilience
Recent research indicates that to survive and thrive in a context of economic and social change, organizations need to have motivated and psychologically healthy employees.
Today, people face constant changes in their work environment, both internal and external, and resilience could be shown as the key resource in promoting their adaptation and well-being. That is, resilient people are better equipped to deal with the stressful stimuli of constantly changing work environments, just as they are more open to new experiences, are more flexible in the face of changing demands, and show greater emotional stability to face stressful situations.
In the workplace, for example, resilience can help workers to meet customer needs, to take advantage of opportunities that might otherwise be missed, to act quickly and effectively in threatening and crisis situations. (Meneghel, 2013)
Collective resilience
Because people provide the most tangible and immediate context for examining personal strengths, the initial steps in the study of resilience have been carried out primarily at the individual level. However, considering that individuals are inevitably embedded in social relationships, it is reasonable to think that they may experience significant influence from some group processes.
In addition, nowadays, teams or work groups have become a central piece of the organizational structure, because collaborative and team work is increasingly important for the overall performance of the organization. That is why it is interesting to investigate the role and importance of resilience in work groups and teams.
In the group context, resilience is defined as the fundamental process to provide the team with the necessary capacities to rebound in the face of failures, delays, conflicts or any other threat to the well-being of the same team. (Meneghel, 2013)
Organizational resilience
Building organizational resilience is not easy, but in a turbulent and unstable environment like today, the only competitive advantage organizations have is their ability to reinvent the business model before circumstances compel them to do so.
When resilient, the company is able to quickly take advantage and anticipate opportunities or threats; Opportunities are exploited because the organization is alert and action-oriented and, instead of facing opportunities through analysis and observation, it acts. (Meneghel, 2013)
Neuroscience about resilience
From Neuroscience, it is considered that the most resilient people have a greater emotional balance in the face of stressful situations, better withstanding the pressure. This allows them a feeling of control in the face of events and greater ability to cope with difficult and stressful situations.
Neurological research has shown that such evocations of trauma and stress are generated with autonomous activations of various parts of the brain, especially memory and surveillance, that is, with activation in different areas of the brain such as the nuclei of the brain. amygdala, the blue place or cerulean locus, the hippocampus, and then the neocortex.
It is the mind-body duality, in which both feed back and express, in one way or another, the individual's response in a stressful or suffering situation.
The psychological suffering will provoke in the subject biochemical modifications that are perceptible in the analyzes, mainly cortisol is linked to an increase in vigilance or hyper alertness, as well as focal attention. Excess cortisol implies: deficits in development, reproduction and in adequate immune responses. This would explain (at least partially) what was observed in people under intense or long-term stress: decreased assertive thinking, less creativity and proactivity, frequency of stereotyped ideas (repetition of schemes), as well as sexual dysfunctions. (areahumana.es, 2016)
Qualities of the resilient person
- Self-knowledge and self-esteem. Empathy. Autonomy. Positive coping with adversity. Present awareness and optimism. Flexibility + perseverance. Tolerance of frustration and uncertainty.
What is a resilient organization like?
Organizational Resilience is a strategic imperative for an organization to thrive in today's dynamic and interconnected world. It is not an isolated exercise, but it is accomplished over time and in the long term. Mastering Organizational Resilience requires adopting excellent habits and best practices for business improvement through the creation of competition and capacity in all aspects of an organization. This allows leaders to take risks that have been weighed with confidence, taking full advantage of the opportunities that arise. (bsigroup.com)
A resilient organization will demonstrate its fundamental traits in the way it operates: adaptive with agile leadership that governs firmly.
A resilient organization will benefit from:
- Strategic adaptability: gives you the ability to successfully manage various circumstances that may arise, even if it means moving away from your core business. Agile leadership: enables you to take risks that have been previously valued safely and respond quickly and appropriately to a opportunity or threat Strong governance: demonstrating governance through the organization's structures, based on a culture of trust, transparency and innovation, ensuring that they remain true to their vision and values. (bsigroup.com)
Elements and essential areas of Organizational Resilience
The three essential elements of Organizational Resilience:
- Product excellence Process reliability People conduct
The three functional areas of Organizational Resilience that help unlock the implicit potential within your organizations:
- Operational resilience. Supply chain resilience. Information resilience. (bsigroup.com)
Solutions to build organizational resilience.
Build Resilience in your organization: Develop necessary resilience to adapt to the speed, connectivity and contagion of events.
Anticipate Problems: Create a structured and consistent approach to enhance the organization's ability to proactively identify, assess and manage risks that affect mission success; and allow future risk resistant.
Take advantage of opportunities: Help management identify and take advantage of positive events quickly and efficiently.
Support in the Continuous Improvement Process: Drive improvement in business processes and save costs by continually reviewing risk environments, evaluating processes and the effectiveness of controls, and implementing corrective actions
Support in internal decision-making: Provide management with solid information on risks, performance measures and indicators so that decision-making is reliable, timely and pertinent.
Allow Transparency: Improve the visibility of risk and return profiles through greater transparency. (pwc.com)
PWC.
PWC is a risk consultancy which helps organizations to implement resilience in their organizations.
PWC offers help as follows:
Our solutions offer a broad approach to managing risks, achieving organizational resilience, supporting goal achievement, and meeting regulatory requirements. (pwc.com)
We can help you to:
- Design and support the development, implementation, management and maturation of an MRE program. Develop the risk resilience necessary to adapt to dynamic and complex environments. Identify and evaluate the risks to achieve your business objectives. Evaluate the efficiency and effectiveness of the current response to the universe of risks and / or the risk culture. Reduce costs and improve operational efficiency through the integration of the Government., Risk and Compliance (GRC). Strengthen your ERM system to transform new programs and operations. Improve the risk function, performance metrics and reporting to enable better risk-based decision making. (pwc.com)
conclusion
As it could be observed in this article, resilience in a person is very similar to organizational resilience, in the end they have or have the same objective which is to overcome adversities, problems and get ahead in the best possible way, to be aware that it failed but at the same time to be able to return to a state of peace and tranquility that allows us to get back on track and get ahead.
Organizational resilience allows us to overcome to adapt to those drastic changes that the market offers us today, technological advances and the economy are eaters of SMEs above all and this is where organizational resilience must come in and help managers of organizations so that they do not drop their company into obsolescence or a point for which there is no return.
Thesis proposal.
Creation of an organizational resilience manual that allows SMEs to adapt to this culture.
Overall objective.
Create a resilience manual with case studies and advice that allows SMEs to overcome the onslaught of changes in the market and work cultures.
Thanks.
I thank my mother who is the strength to continue every day and who has made me get to where I am, my teachers who have given me their time and knowledge to continue my studies, Doctor Fernando Aguirre y Hernández since He has given us all his experience and knowledge in this matter of Fundamentals of Administrative Engineering, as well as CONACYT since he gives us his support to motivate us to get ahead in our adventure for masters.
Bibliography
areahumana.es. (December 12, 2016). https://www.areahumana.es. Retrieved on April 23, 2018, from https://www.areahumana.es:
bsigroup.com. (sf). https://www.bsigroup.com. Retrieved on April 23, 2018, from https://www.bsigroup.com:
Gardey, JP (2013). https://definicion.de. Retrieved on April 23, 2018, from https://definicion.de:
Meneghel, I. (2013). http://www.integraorg.com. Retrieved on April 23, 2018, from http://www.integraorg.com:
pwc.com. (sf). https://www.pwc.com. Retrieved on April 23, 2018, from
www.pwc.com/mx/es/riesgos/archivo/2014-10resilencia.pdf
wikipedia.org. (April 23, 2018). https://es.wikipedia.org. Retrieved on April 23, 2018, from
es.wikipedia.org/wiki/Resiliencia_(psicolog%C3%ADa)
wikipedia.org. (March 9, 2018). https://es.wikipedia.org. Retrieved on April 23, 2018, from
es.wikipedia.org/wiki/organizational_resilience
