Throughout history there are examples of outstanding individuals who made significant contributions to humanity, who had to face severe circumstances, from characters such as Ludwig Van Beethoven who despite being deaf was one of the most recognized composers, conductors and pianists. of all history; Edson Arantes do Nascimento "Pelé" considered the best footballer of all time and who at the age of ten when seeing his father cry –as a result of the Maracanazo- promises to win a world cup and eight years later and in the next world cup wins three World Cups, and entire peoples and ethnic groups have demonstrated amazing abilities to overcome persecution, poverty and isolation, as well as natural and man-made disasters.Such is the case of Japan, which has overcome so many tragedies that it would seem impossible for any other country, any other government, and anyone other than Japanese. Among these unfortunate events, the one experienced during the Second World War stands out and the way in which it resurfaced from the depths with the so-called "Japanese Miracle" and that has to do with the exponential economic growth it had. Likewise, the tsunami of 2011 that killed 20,000 people and six years later has recovered and has done what so many countries cannot achieve.Among these unfortunate events, the one experienced during the Second World War stands out and the way in which it resurfaced from the depths with the so-called "Japanese Miracle" and that has to do with the exponential economic growth it had. Likewise, the tsunami of 2011 that killed 20,000 people and six years later has recovered and has done what so many countries cannot achieve.Among these unfortunate events, the one experienced during the Second World War stands out and the way in which it resurfaced from the depths with the so-called "Japanese Miracle" and that has to do with the exponential economic growth it had. Likewise, the tsunami of 2011 that killed 20,000 people and six years later has recovered and has done what so many countries cannot achieve.
Within the framework of social epidemiology research and related precisely to the way in which complicated or adverse situations are dealt with, it was observed that not all people subjected to risk situations suffered from diseases or illnesses of some kind, but rather On the contrary, there were those who overcame the situation and even emerged strengthened from it. This phenomenon is currently called resilience.
For a long time, these types of responses were considered unusual or pathological. However, today's psychologists recognize that this is a common response as a form of adjustment in the face of adversity.
DEFINITION OF RESILIENCE
The word resilience in its Latin etymology comes from "resilio" which means to rebound or go back. It is the ability of a person or a group to recover from adversity to continue projecting the future. Sometimes, difficult circumstances or trauma allow the development of resources that were latent and that the individual was not aware of until now.
Edith Grotberg (1998) defines it as the “Human capacity to face the adversities of life, overcome them and be positively transformed by them”.
Luthar, Cicchetti and Becker (2000) define it as a “dynamic process that encompasses positive adaptation within the context of significant adversity”.
Edith Fienderson Grotberg (1997) refers to the fact that "Resilience is the human capacity to face, overcome and be strengthened or transformed by experiences of adversity."
BACKGROUND
The work that gave rise to this new concept was that of EE Werner (1992), who studied the influence of risk factors, those that occur when the processes of lifestyle, work, life of daily consumption, Of political, cultural and ecological relationships, they are characterized by deep social inequity and discrimination, gender inequity and ethnocultural inequity that generate unfair forms of remuneration with their consequences: poverty, a life plagued by stressors, physical overload, exposure to dangers (rather than "risk factors" we should consider them destructive processes that characterize certain modes of social or human group functioning).
Werner followed over 500 children born into poverty on the island of Kauai for more than thirty years into adulthood. All went through hardships, but a third also suffered stressful experiences and / or were raised by dysfunctional families due to fights, divorce with no father, alcoholism or mental illness.
Many presented physical, psychological and social pathologies, as expected from the point of view of risk factors. But it happened that many achieved a healthy and positive development: these subjects were defined as resilient.
WHY DON'T THOSE WHO GET SICK NOT GET SICK?
As always when there is an important scientific change, a new question was formulated that founds a new paradigm. Genetic issues were first thought about ("invulnerable children" they were called), but the same researcher looked in the right direction.
It was noted that all the subjects who were resilient had at least one person (family member or not) who accepted them unconditionally, regardless of their temperament, physical appearance or intelligence. They needed to have someone and, at the same time, feel that their efforts, their competence and their self-worth were recognized and encouraged, and they had it. That made the difference.
In other words, the appearance or not of this capacity in the subjects depends on the interaction of the person and their human environment.
PILLARS OF RESILIENCE
Werner, tried to look for the factors that are protective for human beings, beyond the negative effects of adversity, trying to stimulate them once they were detected. This is how the following were described:
- Consistent self-esteem. It is the basis of the other pillars and it is the fruit of the consequent affective care of the child or adolescent by a significant adult, "sufficiently" good and capable of giving a sensitive response. Introspection. It is the art of asking yourself and giving an honest answer. It depends on the strength of self-esteem that develops from the recognition of the other. Hence the possibility of co-option1 of young people by groups of addicts or criminals, in order to obtain that recognition. Independence. It was defined as knowing how to set limits between oneself and the environment with problems; the ability to maintain emotional and physical distance without falling into isolation. It depends on the principle of reality that allows judging a situation regardless of the wishes of the subject. Ability to relate. That is to say,the ability to establish ties and intimacy with other people, to balance one's own need for affection with the attitude of giving oneself to others. A low or exaggeratedly high self-esteem produces isolation: if it is low due to shameful self-exclusion and if it is too high it can generate rejection due to the arrogance that is supposed. Initiative. The pleasure of demanding oneself and putting oneself to the test in progressively more demanding tasks. Humor. Encounter the comedy in your own tragedy. It allows to save negative feelings even temporarily and to endure adverse situations. Creativity. The ability to create order, beauty, and purpose out of chaos and disorder. Fruit of the capacity for reflection, it develops from play in childhood. Morality.This is understood as the consequence of extending the personal desire for well-being to all others and the ability to commit to values. It is the basis of good treatment towards others. Capacity for critical thinking. allows to critically analyze the causes and responsibilities of adversity suffered.
INTERACTIVE SOURCES OF RESILIENCE
Strategies to promote resilience factors and have resilient behaviors.
According to Edith Grotberg (1997), to face adversities, overcome them and emerge from them strengthened or even transformed, resilience factors must be taken from four sources that are visualized in the verbal expressions of subjects with resilient characteristics:
"I have" in my social environment:
- People around whom I trust and who love me unconditionally, people who set limits for me so that I learn to avoid dangers.
People who show me the correct way to proceed through their behavior.
- People who want me to learn to function alone, people who help me when I am in danger, or to learn.
"I am" and "I am" speak of personal conditions:
- Someone for whom others feel appreciation and affection Happy when I do something good for others and show them my affection Respectful of myself and others.
"I can" concerns skills in relationships with others:
- Talking about things that scare or upset me Finding ways to solve my problems Controlling myself when I feel like doing something dangerous or wrong Finding the right time to talk to someone or act Find someone to help me when needed.
DIMENSIONS OF RESILIENCE
Resilience is considered to allow organizations, as well as the individuals and groups that comprise them, to deal positively with situations. However, there is no agreement in the research to define what are the results and / or consequences of resilience for the organization.
For some authors, who consider organizational resilience in more passive terms, it is characterized by facing adverse situations and returning to the expected results before said situation, in order to achieve the survival of the organization. The main consequence is that the organization restores a balance with the new reality and continues to maintain its results.
On the other hand, for other authors, organizational resilience goes beyond recovery and, having taken advantage of situations as opportunities, includes the development of new skills and capacities to respond to changes and achieve opportunities faster than its competitors, as well as achieving more positive results. According to this perspective, the most resilient organizations will be those that improve their performance and prosper after facing adverse situations.
COMMUNITY RESILIENCE
Theoretically developed by E. Néstor Suárez Ojeda (2001), based on observing that each disaster or calamity suffered by a community, which produces pain and loss of lives and resources, often generates a mobilizing effect of the solidarity capacities that allow repairing the damage and move on.
This allowed establishing the pillars of community resilience:
- Collective self-esteem: satisfaction with belonging to one's own community Cultural identity: constituted by the interactive process that throughout development implies the incorporation of customs and values, providing the feeling of belonging Social humor: consisting of the ability to find the comedy in the tragedy itself in order to overcome it Honesty: as a counterpart to the corruption that erodes social ties. Solidarity: the result of a solid social tie as a result of the other pillars.
COMMUNITY RESILIENCE, EQUIPPED WITH OTHER ENVIRONMENTS
Resilience must be present in the individual and in each of their activities, allowing them to be suitable for any situation that they must face in any circumstance, it may be that there is some discussion with their partner or children just before leaving for work; on the way to him and as a result of the anger and irritation that has occurred, he is driving at high speed and honking the horn to any other car that gets in his way, but it turns out that at the wheel of another of the cars is a driver in a similar situation and there is a clash of words product of the angry state they carry with them. After the allegation that almost came to blows and, how can this person arrive at the company and the first thing he finds is a discussion of dimes and diretes between two different departments,So he, despite being the operations manager, joins the discussion shouting and putting his authority before the rest, insulting and offending his subordinates.
With this situation, which could be understood and transformed from the beginning, it can be detected that the pillars of community resilience can be applicable to a myriad of social environments, depending on the circumstance or situation that may arise at a certain moment, on the premise that the pillars will yield similar results. Whether in the family environment, the professional or work environment, in the school, etc.
ORGANIZATIONAL RESILIENCE
The development of organizational resilience, in a turbulent and unstable environment like the current one, the only competitive advantage that organizations have is their ability to reinvent the business model before circumstances force them to do so. (Hamel & Välikangas, 2003)
When the company is resilient, it 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 addressing opportunities through analysis and observations, takes action. (Salanova, 2009)
Organizational resilience has been defined differently, but similarly, by different authors.
Wildavsky (1988) defines organizational resilience as a dynamic capacity for adaptability of the organization that grows and develops over time.
Diamond (1996) defines it as the capacity of the social system to respond to changes.
Lengnick-Hall and Beck (2003) define organizational resilience as a complex mix of behaviors, perspectives and interactions that can be developed, measured and directed.
ORGANIZATIONAL LEARNING THEORY
One of the theories through which the subject of organizational resilience can be studied is the theory of organizational learning. This theory emphasizes learning capacity as the source of long-term survival for organizations; thus the basic premise on which this perspective is based is that learning capacity is the only long-term sustainable competitive advantage. From this theoretical perspective.
Learning is "A fundamental mechanism by which organizations, as open systems, interact with their environment, process information, and adapt to changing external and internal conditions." (Kuchinke, 1995)
BACKGROUND OF RESILIENCE IN THE WORK ENVIRONMENT
Personal background.
- Interpersonal relationships: organizations, as well as the individuals and groups that compose them, use personal relationships as a source of strength in adverse situations, but also as a means to strengthen their capacities. Maintaining and improving relationships with and between employees during crisis situations is of the utmost importance to ensure engagement and productivity. This is because interpersonal relationships can help develop, accumulate and facilitate access to important resources, reduce the impact of threatening situations and provide clarifying information that reduces uncertainty. Self-efficacy: there is a relationship between resilience and self-efficacy. People with a high level of self-efficacy are more resilient when faced with adverse conditions.The most self-effective people hold high beliefs in their abilities to overcome adversity. Usually, successes come after making renewed efforts after unsuccessful attempts, that is why personal effectiveness in the development of resilience is of great importance.Positive emotions: these produce thought patterns that are especially unusual, flexible, creative, open to information and efficient. Over time, these expanded mindsets create physical, intellectual, and social resources, such as resilience.Positive emotions: these produce thought patterns that are especially unusual, flexible, creative, open to information, and efficient. Over time, these expanded mindsets create physical, intellectual, and social resources, such as resilience.Positive emotions: these produce thought patterns that are especially unusual, flexible, creative, open to information, and efficient. Over time, these expanded mindsets create physical, intellectual, and social resources, such as resilience.
Background related to the Organization
Recent research has shown that some organizational variables also have an influence on the development of resilience, such as resources and labor demands.
- Labor resources: defined as those physical, social and / or organizational work conditions that favor the achievement of goals insofar as they stimulate personal and professional growth and development, for example, the climate of social support and coordination. This is due to the fact that positive and quality relationships between teammates (in this case, demonstrated through a good climate of social support and a high level of coordination) facilitate the sharing of information, learning processes and development. of adaptive solutions for the problems that arise, thus influencing the increase in resilience. Labor demands: there is no direct effect of labor demand on group resilience, neither positive nor negative. However,A demand moderation effect has been determined in the relationship between resources and resilience. This means that the effect of resources on resilience is diminished when teams face high work demands (quantitative overload, conflict and role ambiguity), that is: the greater the number of work demands, the weaker the relationship between resources and resilience.
CONSEQUENCES OF WORK RESILIENCE FOR PEOPLE AND THE ORGANIZATION
In this section the main consequences of resilience will be presented, both for the person and for the organization; that is to say: performance, attitudes towards work and the best return to the labor market.
- Performance: different studies have shown that resilience is related to better job performance, both individually and collectively. These results can be explained taking into consideration that resilience fosters both reactive and proactive coping strategies in the face of complex and threatening situations, which favors an extra effort that can be translated into an increase in performance. Positive perceptions: in relation to the satisfaction, commitment and happiness. The study by Youssef and Luthans (2007) shows evidence that employee resilience has a positive impact on these aspects at work. Due to considering an important variable to perceive and determine positive interpretations of risk factors that, otherwise,they would be interpreted only as threats, and for that reason increases the probability of positive perceptions.Reincorporation to the labor market: Recent research reveals that today companies can offer less and less job stability for their employees. In order to favor the reintegration of unemployed people, it is considered that resilience acts as a key variable, since it offers explanations about why people who are looking for work are able to overcome rejections to continue with their search until the moment of rejoin the labor market. Therefore, a practical approach to favor the re-entry into the labor market of the unemployed must emphasize the role of resilience,as it is configured as a key process to face adversities related to unemployment and to favor the search for new experiences, challenges and opportunities.
HORNE AND ORR'S PROPOSAL (1998)
They suggest that there are seven guidelines or guidelines within an organization that, employed in a general systems approach, contribute to organizational resilience:
- Community: refers to the understanding by employees of the purpose, vision, mission and values of the organization Competency: refers to the abilities of employees to meet the demands of changing environments Connections: are directs social support within the organization, which enables organizations to respond under pressure Commitment: is the ability of all organizational units to work as a team during periods of change Communication: focuses on the exchange of relevant information during periods of change. Coordination: refers to efforts to adapt the entire system in order to achieve effective results. Consideration: refers to the adaptation and accommodation of the human factor in the life of the daily organization.
The authors recommend that these guidelines should be evaluated at a general level, as together they help the organization meet its objectives in times of crisis. That is, a general systems approach must be used to understand how resilience develops at the organizational level.
Instead of being disoriented by acute or chronic stressful situations, organizations that have the seven guidelines outlined above are able to absorb and transform stressful conditions to the benefit of the organization as a whole.
PROPOSAL FROM GITTEL, CAMERON, LIMYRIVAS
In a study carried out in the ten most important American airlines after the attacks of September 11, 2001, the authors identify four essential conditions to achieve positive results after an adverse situation.
- Maintain and improve interpersonal relationships with employees: to ensure their organizational commitment and productivity Importance of having a business model: appropriate for the competitive context Good financial resources: measured through cash flow and low levels of debt Strategy focused on avoiding layoffs: due to its harmful effects on profitability, product and service quality, innovation and organizational climate. Avoid violation of the psychological contract due to dismissals, as it causes distrust and antagonism among workers, so that dismissals often cause a deterioration in interpersonal relationships.
These resources tend to mutually reinforce each other, thus establishing fruitful relationships that contribute to the development of organizational resilience.
PROPOSAL OF CARTHEY, LEVAL AND REASON
They state that the concepts of resilience and vulnerability can be represented as the extremes of a hypothetical space, called a security space. The extremes of the horizontal axis of this space are identified with the maximum resilience and with the maximum vulnerability. Depending on the more or less effective way of dealing with the human and technical risks associated with their daily activity, organizations tend to be positioned and move along this space of resilience-vulnerability.
The authors indicate that the most realistic objective for companies is not to distance themselves from the vulnerability pole by suffering zero adverse events, but rather to face such events and reach the highest level of resilience possible. To achieve this, organizations must be guided throughout this space through three intrinsic precursors of organizational culture:
- Commitment: it has two components, motivation and resources, be they monetary or practices perceived by the organization. Competence: refers to the abilities to identify risks, the diversity of protection strategies, to establish an organizational structure that is sufficiently flexible and Adaptive Knowledge: it refers to how the organization attributes meaning to risks and dangers, maintaining a state of intelligent caution even in the absence of negative results.
In addition, organizations can count on two types of help to move towards resilience. On the one hand, with reactive measures, that is, derived from the collection and analysis of critical incidents in order to discover recurring patterns of causes and effects. On the other hand, with proactive measures focused on identifying and determining in advance those factors or situations that may contribute to future accidents and need correction
THE HERO MODEL
It is the Healthy and Resilient Organizations model, proposed by Salanova in 2012. It is proposed as an integrated heuristic2 model that describes the functioning of healthy and resilient organizations.
The authors define HEROs as organizations that make systematic, planned, and proactive efforts to improve processes and outcomes for their employees, teams, and the organization itself. In addition, such organizations are resilient because they maintain a positive adjustment in challenging conditions, recover from adverse situations and maintain a level of functioning and good results despite being in stressful environments.
According to this model, resilience becomes important at all levels of the organization: individual and group, as a characteristic that determines resilient employees and teams, as well as organizational, the objective of this model is to determine the characteristics and consequences of an organization that is resilient in adverse contexts.
The HERO model is determined by three key elements that, developed in a systematic and interactive way, determine the healthy and resilient success of the organization:
- Organizational resources and practices to structure and manage work processes (for example, autonomy) that would influence development Healthy employees / teams showing high levels of well-being (for example, resilience) Generation of healthy organizational results (for example, performance).
A resilient organization aims to ensure that its products and services are of excellence, and that the organization's relationships with the extra-organizational environment, the close community and society in general are optimal. It is important to highlight that the relationship between these elements influences work processes in the direction of constant improvement over time. (Salanova et al., 2012)
RESILIENCE AS A PROCESS
The growing interest in considering resilience as a process means that it is not a simple response to adversity, but incorporates the following aspects:
RESILIENT FACTORS
Resilience is associated with human growth and development. These - the resilient factors - are the factors that will be used in the next step of the process.
RESILIENT BEHAVIOR
It involves the dynamic interplay of selected resilience factors "I have," "I am," "I am," and "I can" to cope with the adversity that has occurred.
The steps include a sequence as well as choices or decisions of:
- Identify adversity: it is necessary to define the cause of problems and risks Select the appropriate level and class of response: a planned response assumes that there is time to plan how this adversity will be faced Assessing the results of resilience. The goal of resilience is
helping individuals and groups not only cope with adversity, but also benefit from experiences.
RESILIENT RESULTS
- Learn from experience. Successes can be used in the next experience of adversity with greater confidence and failures can be analyzed to determine how to correct them. Estimate the impact on others. Resilient behaviors often lead to win-win results. In other words, facing adversity cannot be accomplished at the expense of other people. For this reason, one of the resilience factors is respect for others and for oneself. Recognizing an increase in the sense of well-being and an improvement in the quality of life. These results actually presuppose mental and emotional health, as they are the goals of resilience.
THE FIVE CHARACTERISTICS OF A RESILIENT COMPANY
In the article published by Germán Rivera in Merca2.0 magazine, he mentions the abrupt and vulnerable changes that a company can have in the markets, in adapting to new technologies, in losing its competitive position in the market, that is, in disruptive events that endanger the financial situation of the company and questions whether it is really prepared for these types of impacts to have minimal effects on the profitability of the organization.
To know if a company is resilient, you must first know what are the characteristics that define them and that are mentioned below:
- Learning capacity. Resilient companies have the ability to learn in any situation and environment that comes their way, make the improvements they deem necessary and begin to perform flawlessly to achieve the required profitability. Resilient companies can appear and disappear in a short period of time with different structures until the best is produced and from there begin to develop to have only growth. They diversify their products. Innovation is the basis of resilient companies, since they know how to identify the right moment to add new products or lines of business to existing ones, which is why they encourage creativity in work teams so that new ideas always arise that help development of the organization. (refers to the Kodak company,who did not take the necessary steps to implement a change to the digital age) They are flexible. Improvisation is one of the weapons of resilience, because they make adjustments according to the various situations that may arise over time. We must be more practical in the face of the changes that are originating and not take too long to make those adjustments that can be the difference between being successful or having more failures. They transform the environment. When a company falls into a pothole because sales have gone down, the fiscal impact affects cash flow or simply because the global economic situation is affecting the operation of the business, that is where business resilience has to come out to change your environment and look for business opportunities where no one else can see them.They hire resilient people. The companies that are succeeding in the different markets, is because they are betting on hiring people who are committed to the environment, those who are able to control their emotions, those who easily adapt to changes, who have traveled to other countries, which have a cultural background above the average and this makes them little vulnerable to the constant pressure and stress experienced in companies and therefore they are more daring in what they do, since risk is not a factor that can stop your momentum to excel.those who easily adapt to changes, who have traveled to other countries, who have above-average cultural training and this makes them little vulnerable to the constant pressure and stress experienced in companies and therefore are more daring in what they do, because risk is not a factor that can stop their momentum to improve.those who easily adapt to changes, who have traveled to other countries, who have above-average cultural training and this makes them little vulnerable to the constant pressure and stress experienced in companies and therefore are more daring in what they do, because risk is not a factor that can stop their momentum to improve.
He concludes by referring to two types of companies: companies that can only resist these attacks that can put them in serious trouble. -and that's where being resilient takes on enormous importance- where survival is your only option; and on the other hand, companies that know how to endure and dodge shots, learn from bad experiences, anticipate trends and thus manage to emerge stronger and with an enormous capacity to grow steadily.
NIKE AND ADIDAS. IN SEARCH OF THE GREATEST RESILIENCE
As is known, the most important sports brands in the world are Adidas and Nike, both with a very defined and exceptional brand personality. However, Adidas and Nike differ in the marketing strategy they have been implementing.
Nike began to be more popular in the market thanks to the sponsorship of a sports icon: Michael Jordan. The NBA star was waiting for an offer from Adidas and it never came due to the internal crisis of the German brand. As a result of this situation, both Adidas and Nike have a strong competition to get to sponsor the best athletes on the planet, especially soccer stars.
Today, there is strong competition between these two great brands, which is very clear for football fans and is that of Cristino Ronaldo and Lionel Messi, in addition to both having a presence in the five most important leagues in the world: The Bundesliga German League, La Liga in Spain, France Ligue 1, The Premier League in England and Italian Serie A.
Nike sponsors teams like Barcelona, Manchester United and Juventus; while Adidas does it with Real Madrid, Chelsea and Bayern Munich. Adidas has achieved with its marketing strategy an achievement that Nike also pursues: making the public use its clothes not only for sports, but also in their daily lives.
It can be seen that Nike's marketing strategy can be defined on emotion and excellence, with a brand equity focused on the victory and greatness of its athletes, while Adidas displays an authentic and practical style, whose brand value resides in sports philosophy as a lifestyle.
CONCLUSION
It can be concluded that resilience despite being a relatively new term (1992), since very remote times it has been expressed and put into practice in any part of the world with its representation through an entire culture, -Egyptian, Roman, China, etc.- or of characters that will be recorded for all of history –Socrates, Albert Einstein, Steve Jobs, etc.- and that despite giving another definition at that time –geniuses, super gifted, visionaries, etc.- Today they gather the attributes and elements to be part of the select group of resilient people.
Resilience has permeated all spheres and levels of the organization, from the individual to society. In this journey, it has transformed the organizational face with the following characteristics: having a constant effort, aimed at generating greater resistance to catastrophes; present a good knowledge of the situation, threats and opportunities faced by the organization by actively monitoring the strong and weak signals from the context; have a strong commitment to proactive identification and management of vulnerabilities; and finally, to present a culture that promotes its capacities for adaptation, agility and innovation.
By having these characteristics, resilient organizations have found themselves better prepared with a set of correct strategies to face and overcome crises, having a broad vision of where they want to go and what is needed to achieve it, becoming the forerunners and leaders in the market.
BIBLIOGRAPHY
- Human capital. (2015, October 27). Retrieved on February 11, 2017, from The HERO model of healthy organizations: http://capitalhumano.com.co/desarrolloorganizacional/el-modelo-hero-de-las-organizaciones-saludables-4692Bilbao, N. (10 de January 2014). Silicon.es. Retrieved on February 12, 2017, from: http://www.silicon.es/todas-las-empresas-que-han-sido-resilientes-han-hecho-inversiones-en-idi-2256467Díaz, AF (01 de April 2016). expertsenmarca.com. Retrieved on February 12, 2017, from A Marketing competition until the end of time: http://www.expertosenmarca.com/nike-y-adidas-una-competencia-de-marketing-hasta-el-final- of-the-times / Gardey, JP (2013). Definition of. Retrieved on February 11, 2017, from http://definicion.de/resiliencia/Giselle Silva, LM (2001). D ocplayer.es.Retrieved on February 11, 2017, from the Manual for the identification and promotion of resilience in adolescents: http://docplayer.es/16577058-Resiliencia-proceso-de-superacion-de-la-adversidad.htmlGrotberg, E. (2003). Resilience, discovering your own strengths. Argentina: Paidós. Isabella Meneghel, MS (2013). The path of Organizational Resilience. Spain: Aloma.Melillo, A. (2001). docs.google.com. Retrieved on February 11, 2017, from Resilience: https://docs.google.com/document/d/16fwIkYcmzK9Gbhds5ds3A9w05FlGruv4dUmU-jKjxKw/edit?pli=1Reyes, J. (February 18, 2013). Training emotions. Retrieved on February 12, 2017, from A tale of resilience and self-esteem: https://entrenandoemociones.wordpress.com/2013/02/18/historia-de-un-burro-un-count-de-resiliencia-y- self-esteem / Rivera, G. (January 15, 2015). Merca2.0.Retrieved on February 12, 2017, from Five characteristics of a Resilient company: http://www.merca20.com/las-5-caracteristicas-de-una-empresa-resiliente/Salgado, CM (2012). Resilience and its use in Organizations. Management and Strategy, 29-39.Välikangas, GH (2003). In Search of Resilience. Harvard Business Review, 1-13.
GRATITUDE
Sincere gratitude to the Technological Institute of Orizaba, for becoming and continuing to reign as the parent home of our professional training. To the Division of Graduate Studies and Research (DEPI), for encouraging us to search for a better future. To the National Council of Science and Technology (Conacyt) for the support and backing it gives us. Finally and in a special way, to Dr. Fernando Aguirre y Hernández, a pioneer in the construction of a different vision and results.
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