Even when there is excess empathy in our person, it is difficult to suppose that we can put ourselves in the role of other people, in whose lives traumatic events are happening or happened closely, the death of loved ones, the loss of employment, a hard illness to overcome, and what this type of situation entails, the financial, family, and personal implications.
After all, most people achieve stability after a while, they overcome the things that changed their life, their space, their stability.
Developing resilience, in one way or another, gives us the ability to adapt to overcome adversity, and perhaps the most important thing is that like all processes, they are subject to constant learning, to be subjected to a strategy that allows it to develop.
In organizations it is no different, sometimes trial and error and the various factors that surround the company, subject them to situations that can compromise their stability, fall into financial problems or internal situations difficult to overcome, but only as a team, as mature entities that are aware of their situation they will be able to face it and solve it.
It is key above all to follow a strategy that allows you to do so.
PERSONAL RESILIENCE
Resilience is the process of adjusting well to adversity, trauma, tragedy, threat, or significant sources of stress, such as family or personal relationship problems, serious health problems, or stressful work or financial situations. It means "bouncing" from a difficult experience, as if you were a ball or a spring. (American Psychological Association, 2016)
ORGANIZATIONAL RESILIENCE
The term is used in various approaches and contexts, individually as mentioned in the previous paragraph, community, ecological, and business context. In this way the definitions grew along with many interpretations and understandings. With regard to the resilience of the organization, emerging ideas involve ways to support organizations to effectively manage adverse and in some cases disruptive situations and seek opportunities in them.
CONCEPT
The concept is relatively young in business, in organizations, however in organizations there is an increase in the need to develop adequate behavior that supports resilience as a normal part of day-to-day business planning and also carry it to practice when necessary.
Resilience is the organization's ability to anticipate key events from new trends, constantly adapt to changes, and quickly recover from disasters. (Marcos & Macaulay, 2008)
WHY ORGANIZATIONAL RESILIENCE MATTERS
The viability and sustainability of organizations continues to be tested in a constantly changing world. Many organizations are realizing that what is traditionally used, the strategies they occupy as corporate, do not protect them from unexpected events.
Competitiveness and profitability in organizations is important and must be sustained over a long time, for this it is important that companies are able to absorb events that require changes in their structure.
BENEFITS OF HAVING AN ORGANIZATIONAL RESILIENCE APPROACH
Although the drive to improve enhanced organizational resilience may require some increased investment in the organization's capacity (or at least a realignment of existing resources), the overall benefits to the business are as follows:
LEADERSHIP:
- More successful results of strategic and operational planning Greater leadership capacity
PERFORMANCE OF THE ORGANIZATION:
- Reduced costs of a chaotic situation, including reduced insurance premiums Less exposure to uninsured losses Rapid return to previous benefits of the chaotic situation after the interruption Rapid return to activity and pre-situation position Reduction of the Need for regulation to meet community expectations Better reputation with stakeholders (e.g. community, regulators, customers) Increased staff morale, engagement and productivity Improved capacity to attract quality staff. Generation of reputation advantages and sustainable increase in market demand.
COMPANY READY FOR CHANGE:
- Increased anticipation of emerging external threats Greater ability to create innovative ideas Ability to utilize adversity that generates change and improvement.
PERCEPTION OF THREATS AND CONCERNS FROM ORGANIZATIONS
The threat of natural disasters, pandemics, computer fraud, terrorism, and other challenging events, including the recall of defective and potentially dangerous products, has increased significantly in recent years.
Indeed, all of this fueled by television news, mobile and social networking have made us more aware of potential threats and changes in society and made us feel more isolated and vulnerable.
According to (McAslan, 2010) director of the Torrence Ressilience Institute, Adelaide, Australia, and in descending order, the perception of threats from organizations is presented.
- Data Loss Human errors System failures Supply chain disruption Viruses or any computer attack on the system Natural disasters such as floods Fires Unplanned downtime of online systems Terrorism Power outage Applications failure
There is a growing demand for studies that identify new threats as old threats disappear. The World Economic Forum produces a report based on global risks.
The report summarizes the issues that are likely to have the most impact on governments and organizations, and makes recommendations on necessary action. A recurring theme in recent reports is the recognition that global risks are complex and interconnected even if the impact and response are at local levels.
IMPLEMENTATION AND OPERATION
The international standard on social resilience (ISO / PAS 22399, 2009) and the United States standard (ANSI / ASIS SPC.12009) emphasize the importance of top management providing sufficient resources to establish, implement, maintain and improve organizational resilience. Resources include information, management tools and financial support, and also people with specialized skills and knowledge. Both standards emphasize the importance of exercises and other means to test the adequacy and effectiveness of the organization's plans, processes and procedures, including the relationships between actors and infrastructure units. (Marcos & Macaulay, 2008)
Exercises should be designed and implemented in a way that limits disruption to operations and exposes people, property, and information to minimal risk. They must be carried out regularly, or after significant changes in the mission and / or organizational structure, and the lessons learned must be formally recorded in a post-exercise report. Said reports must evaluate the suitability and effectiveness of the risks and the organization's business continuity plans, processes and procedures, including cases of non-compliance, and propose corrective and preventive measures.
The simulation of situations and events in which the organization can be involved are characteristics of organizational resilience.
BEHAVIORS THAT SUPPORT ORGANIZATIONAL RESILIENCE
OPEN COMMUNICATION
A recurring theme in the stories of the CEOs and their approach to developing the culture of organizational resilience was to communicate as openly and regularly as possible to all stakeholders. (Kay & Chris Goldspink)
… Accurate short, high-pitched messages and keep them in the loop on a regular basis… don't waste your time, but really make sure you're getting the information.
This approach covers internal and external stakeholders and all levels of the organization.
This could even include over-communication with some stakeholders, such as sending regular updates from the media whether they requested it or not.
In this way, stakeholders know that the information is available and nothing is being hidden. The media also play an important role in this regard, as they can often be the conduit through which information is received.
HONESTY
The staff has to know that when they receive the information it is true. Without accurate information, cynicism grows rapidly and there is a commensurate loss of capacity and commitment.
A history of honesty means that a small disturbance is less likely to grow into a larger one.
In private life, people commit ourselves to sometimes unnecessary complexities, there we do not have or there is very little to do, but professionally their life should be simple and you will see and this can cement organizational resilience, if people are honest and like leader you are honest with them, there will be trust and you can work with quality.
DEEP KNOWLEDGE AND EXPERIENCE
This is accomplished with extensive training and exercises in situations, so that when a situation occurs, the organization knows what to do.
The experience in emergencies goes from a simply reactive company to the ability to respond to that emergency by measuring the risks and with personnel trained in knowledge and skills.
Knowledge and experience can also be applied when it comes to rolling the papers, making a succession plan that allows making transitions without generating mistrust, and decreasing honesty.
TOOL TO MEASURE RESILIENCE
The Australian government, through its Organizational Resilience page, proposes an exploratory evaluation to check if the outlook for companies' organizational resilience is healthy.
ORGANISATIONAL RESILIENCE HEALTHCHECK
www.organisationalresilience.gov.au/HealthCheck/Pages/default.aspx
Such a check can support the development of a shared understanding of the organization's progress toward resilience and identify potential inhibitors and possible treatment actions. (Organizational Resilience)
The test asks to rate your organization according to a set of low- and high-level descriptors for the 13 resilience indicators.
These indicators are grouped into three general attributes of resilience that build effectiveness, robust and agile response, and resilience.
THE TEST EVALUATES:
- Leadership and culture Networks and partnerships Preparing for change
The test bases its strength on the honesty that the organization has with itself, it can be answered individually or collectively and each indicator has the option of describing the documents, exercises, training, the support that the organization can face in a disturbing case.
Similarly, the test shows the possible inhibitors that may exist in the organization and the possible treatments to strengthen the indicators.
TEST DOWNLOAD LINK.
www.organisationalresilience.gov.au/PublishingImages/Orga nisationalResilienceHealthCheck.xls
EXAMPLE OF GRAPH
(Organizational Resilience). Organizational Resilience
CONCLUSIONS
Organizations need people who are competent through education, training, and experience to develop and implement risk management and business continuity plans.
In particular, organizations need staff and employees who are able to identify the significant hazards, threats, and potential risks and impacts associated with their work, and can apply procedures to reduce the likelihood and manage the consequences of a disruptive event.
In reality, few organizations will experience major disruptions, and therefore the experience can best be achieved through rehearsed exercises and drills. Exercises should be carried out regularly, following modification of the organization's mission and / or structure or after significant changes in the operating environment.
Exercises to ensure that business continuity procedures remain relevant and confirm that staff are familiar with what is expected of them
BIBLIOGRAPHY
- American Psychological Association. (2016). American Psychological Association. Retrieved March 1, 2016, from http://www.apa.org/centrodeapoyo/resiliencia-camino.aspxGeorge S. Everly, J. (2011). Building a Resilient Organizational Culture. Harvard Business Review. Kay, R., & Chris Goldspink. (sf). CEO perspectives on Organizational Resilience. Australia: Australian Government Marcos, J., & Macaulay, S. (May 29, 2008). Organizational Resilience: the Key to Anticipation. Cranfield, England. Retrieved from http://www.som.cranfield.ac.uk/som/dinamiccontent/cced/documents/org.pdfMcAslan, A. (May 3, 2010). Understanding the Concept and its Application. Adelaide, Australia: Torrens Resilience Institute.Organisational Resilience. (sf). http://www.organisationalresilience.gov.au. Obtained from http: // www.organisationalresilience.gov.au/HealthCheck/Pages/default.aspx
