Already in his article (Hamel & Välikangas, 2003) he warned us that the world was becoming turbulent faster than resilient organizations, and mentioned that the evidence was before us, with large companies that frequently fell ”we know perfectly well that an organization that it does not develop the capacity for resilience, it is destined to fail, because it means that it will not be able to adapt to the rapid changes that may occur. We must be aware that things are not as they were years ago, everything changes, even we ourselves change, the behavior of the climate does not even remain the same as last year.
Mexican Small and Medium Enterprises (PyMes) are no strangers to this, every day, they face similar challenges, from meeting certain quality standards, meeting consumer demand, reducing costs, increasing business productivity and profitability, to the adoption of new technologies and foray into the digital economy, not only to compete in a globalized world, but in the country itself, which continually faces different types of crises, from political, social, to economic. However, in all these processes that SMEs can face, there is a key and definitive factor that can not only determine their victory, but can even be helpful in their survival. This key factor is Organizational Resilience.
But what does Organizational Resilience mean? What is its background?
How to know if a company has developed this capacity? What are the true benefits for organizations? Those are the kinds of questions that come to mind when we hear the topic. At present it is common to see great speakers through platforms such as TED or YouTube, speaking of the term "Organizational Resilience", even teachers from their own blogs give their opinion on the matter, however, the subject is relatively new and it is necessary to continue investigating it.
The interest in the study of resilience dates back a long time, however, in recent years it has had great relevance in explaining many phenomena linked to individual or group recovery and improvement. Different studies and clinical reports have shown that people's reaction to the same phenomenon is not the same. War in many cases is one of the events that most transforms people, events such as killing, seeing a loved one die or being held against their will, are usually traumatic enough to transform the behavior of women. persons. An example of the above is reflected in the national armed conflict, many civilians, due to their political or social status, have been deprived of their liberty indefinitely,Upon release, people often experience both physical and mental changes, which affect the proper performance of a normal life or prevent a return to a lifestyle similar to the one they had before the kidnapping. However, there are other cases that clearly show that if a situation like the previous one can be experienced without obtaining serious trauma or disorders, these cases will be exposed and evaluated in the course of the work. (Leon & others, 2013)These cases will be exposed and evaluated during the work. (Leon & others, 2013)These cases will be exposed and evaluated during the work. (Leon & others, 2013)
The word resilience derives from the Latin resilire, a term that means 'to go back, return to the original position, highlight and bounce'. It is a concept that comes from physics, where it refers to the ability of a material to regain its original shape and return to equilibrium after being subjected to a deforming pressure. (Meneghel, Salanova, & Martínez, 2013)
From the point of view of physics, resilience is treated as “the amount of deformation energy (or work) that can be recovered from a body subjected to a load, when it is eliminated. Within the limits of elasticity, the work done to deform the body is fully recovered after eliminating the loads ”(Fink, Wayne, & Carroll, 1981, p. 223).
A new concept in psychology is called resilience (resilience in English), which is generally defined as the ability that certain human beings acquire to adapt in a positive way once they have encountered significant adversity or trauma at a time in their lives; The study of resilience is relatively new and was introduced in the 1970s, after several studies that tried to explain the interesting and different reaction of certain people, who despite having gone through dramatic or at least very hard moments, managed to shed any mark or sign that these events could have left (Oramas, 2012)
In the field of psychology, over the years, resilience has been defined in different ways by different authors, but most definitions coincide in highlighting the capacity or the process of adaptation in the face of disturbing factors, of stress or adversity. (Meneghel et al., 2013)
Resilience has also been integrated into social intervention, Kotilarenco, Cáceres & Álvarez (1996) define it as “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 ”(p. 27).
Economic resilience: Economic resilience is probably the one that most closely resembles organizational resilience, it is “correspondingly, it can be defined as the ability to withstand prolonged stress, such as a continuous increase in the prices of inputs, or a shock, such as the sudden fall in the price of a product, and return to its original profitability ”(Müller, 1996, p. 44).
Certain characteristics of resilience have even been suggested, such as emotional intelligence, the ability to resolve stressful situations, the ability to request help and advice, the gift of being connected with family and friends, and spirituality., etc., that is, a set of attitudes that help to effectively determine the degree of resilience that a person could have (Oramas, 2012).
No one is oblivious to difficulties or adversities and no human problem has only one answer. With this, the need for resilient processes is specified and how they do not have a single path in their coping. In this way, and since it is not an innate value, resilience is understood as a process of dialectical social construction in which factors take priority according to the environment to which one is exposed. (Melillo, 2002)
However, resilience does not deny damage, "what modifies is the recognition of the facts of experience" (Sánchez et al., 2002, p. 31). From this author it is understood that coping depends on the way conflict is perceived and appropriated; aspect that will be analyzed in this work from a collective scope. (Angarita Serrano & others, 2015)
The case of President Obama is cited as an example of resilience, since at least until now, he has demonstrated in his political and family life that he has been able to overcome the hard marks of a childhood and adolescence without the presence of his father, with the permanent racial barriers as well as the difficulty of adaptation in totally different cultures; What would have left other people, possibly signs of resentment and frustration, in Obama worked as an incentive to overcome adversity, to reach high goals and to seek fulfillment in the exercise of power without resentment or complexes. (Oramas, 2012)
In the academic literature of the human sciences, five approaches have been defined from which to address resilience:
- Resilience as a result: resilience is understood as the result in which the person overcomes adversity. It is based on the individual's competencies in the face of stress and recovery from trauma, those factors that made the result possible and its description as the resilient act. (Angarita Serrano & others, 2015) Resilience as a model focused on the person: people who have been at great risk of calamity and their responses to it are identified and studied. It is a positivist perspective in which individual adaptation is an index of analysis to abstract risk and protection factors; In this way, comparative studies are carried out to identify the difference between optimal responses and those who have not managed to overcome adversity (Grotberg, 1995).Resilience as a model of routes: various forms of adaptation in the face of a negative situation are analyzed. Measurements are made of various competencies with which the risk factor is faced to determine if the results can be samples of adaptation (Luthar, 2006) Resilience as a model focused on variables: the answer is sought in the link between the factors and the individual. It is common to use multivariate statistics to search for protective factors that explain particular aspects of adaptation (Jiménez, 2008). Resilience as a process: it takes the relationship between risk factors and results (positive or negative), which are They are mediated or moderate by the articulation with other aspects when facing adversity.Resilience is characterized as a set of social processes that make it possible to have a healthy life in an unhealthy environment (Angarita Serrano & others, 2015).
Through different investigations, some tools have been shown that are quite helpful for the construction of community resilience, an example of this are the pillars of community resilience, created by Dr. Suarez Ojeda in 2001. This tool explains adequately which should be the main foundations of a healthy and lasting community, which perceives adversity not as a problem but as a challenge to overcome, and where problems do not weaken them, but rather make them stronger and stronger. United. (Leon & others, 2013)
| Pillar | Concept |
| Collective A u t estimate | Attitude and feeling of pride for him
place where you live |
| Cultural identity | Persistence of the social being in its |
| unity and sameness through
changes and various circumstances. It implies customs, values, idioms, dances, songs, etc. |
|
| Social Humor | Capacity of some groups or
collectivities to find comedy in their own tragedy. It is the ability to express in words, gestures or bodily attitudes, the comic, incongruous or hilarious elements of a given situation, achieving a calming and pleasant effect. |
| State Honesty | It implies the existence of a conscience
group that condemns the dishonesty of officials and values the honest exercise of public function. |
Information: Villalba (2011, p.18)
Different global shocks, previously exposed, show that the way of running companies has changed, now the great challenge for managers is to learn to manage in the crisis, to know how to deal with extremely unstable markets and to be able to manage scarcity. But for this specific approach it is necessary to begin to perceive and treat organizations differently, and the evolution of the market has shown us that those companies resistant to change tend to disappear. To do this, taking up the simile between companies and trees, it is necessary to see companies as a Bamboo tree, which sits before the breeze, but almost never breaks, and although it breaks several times it does not stop growing. Companies must know that there are many difficulties to face and for this they must be prepared,But difficulty should also be seen as an opportunity where experience in multiple fields can be increased. Sometimes fighting the problem is to lengthen the crisis, the ideal is to face it and know how to engage, to make this a great opportunity (Leon & others, 2013).
The use of the concept of resilience is recent in the organizational field, perhaps due to its theoretical origin. Within this disciplinary field, it is used as a way to designate the recovery capacity of organizations in the face of an unexpected event, it can also be considered as a trigger for forecasting actions or as an integral part of a strategic process. Resilience in the organization can be defined as the ability of a system to absorb changes, which are seen as a series of sudden crises and still retain its essential functionality. (Medina Salgado, 2012)
Organizational resilience manifests itself in the form of positive adjustments (adaptation) under challenging conditions. Although these challenging conditions are often thought to refer only to unfavorable circumstances, such as crises or adversity, the truth is that they also include favorable circumstances, such as the emergence of new opportunities. In the first case, resilience is the ability to recover from difficulties, or to absorb tension and preserve (and even improve) the functioning of the organization in the presence of misadventures or setbacks. In the second, a resilient organization has a greater chance of identifying opportunities and making the most of them. Thus, while some organizations thrive on problems and seem to benefit from each scenario,Like Southwest Airlines, others are hit by misfortune or lag behind changes in the environment, as was the case with Polaroid. (Bravo, 2012)
Developing organizational resilience is not easy, but in today's turbulent and unstable environment, the only competitive advantage organizations have is their ability to reinvent the business model before circumstances force them to do so. (Hamel & Välikangas, 2003). When it is resilient, the company is able to quickly take advantage and anticipate opportunities or threats; Opportunities are exploited because the organization is alert and oriented to action and, instead of facing opportunities through analysis and observations, it acts (Salanova, 2009). Organizational resilience has been defined differently, but similarly, by different authors.Wildavsky (1988) defines organizational resilience as a dynamic adaptability capacity of the organization that grows and develops over time, while Diamond (1996) defines it as the capacity of the social system to respond to changes. Finally, Lengnick-Hall and Beck (2003) define organizational resilience as a complex mix of behaviors, perspectives, and interactions that can be developed, measured, and directed. As can be seen, similar to what happens at the individual level, in all definitions, resilience is not understood as a static attribute that organizations possess or do not possess. Rather, it is the result of processes that help organizations maintain resources in a sufficiently flexible, sustainable over time, storable,convertible and malleable so as to avoid less adaptive tendencies and deal positively with the unexpected (Angarita Serrano & others, 2015).
Healthy organizations not only survive crises, or manage to adapt to them, but come out stronger, becoming organizations capable of overcoming disasters and, even more, learning from them and how to be prepared. This in time will constitute a differentiating path that can be transferred to all the “involved parties” of the organization, including: Clients, Suppliers, Community, Executives and others, through trust, credibility and acceptance. (International, 2015)
In organizations, resilience is the result of recognizing and praising particular competencies, such as the abilities to be alert and to combine resources in novel arrangements. Being alert allows you to connect with the environment to: i) anticipate problems and escalate them before they get out of control and while potential solutions exist; or ii) identify new opportunities and make the organizational arrangements to take advantage of them. Recombining the resources available increases the diversity of tools that allow to deal effectively with the situations that arise, whether they are advantageous or not. Adapting to the conditions of the environment favors the production of effective responses to various events, whether they are favorable or not. Resilience is a dynamic and flexible mechanism,that enables and enables adaptation, hence its potential to account for crises or opportunities alike. (Bravo, 2012)
We can speak of Resilient Organizations, of those that are concerned in a relevant way in the establishment of risk and protection factors, adding that many factors can become a cause of protection or a vulnerability that can be transformed into a risk. This characteristic constitutes the basis of the risk analysis and the importance that can place this practice as vital in the development of Organizational Resilience. (International, 2015)
Resilience is the result of promoting and maintaining certain practices in organizations. It is not a cure that is acquired when adversity arises, but rather a series of capacities and strengths that have to be developed if they are to be counted on. As mentioned at the beginning, resilience manifests itself primarily as adaptability, which pays off equally in stable or turbulent times. (Bravo, 2012)
Undoubtedly, the organizational changes caused by the mobility of the markets, unexpected events and even the vegetative growth that organizations have in seeking efficiency and forms of competitiveness are a side of concern for them. Furthermore, unexpected changes such as exogenous situations that strike with a low frequency, but with high impact (a typical characteristic of disasters), are those changes that have made organizations in some cases disappear and in others have generated an irreparable loss. These changes with characteristics of disaster are what organizations must see, take charge and be aware of (International, 2015).
It is important to understand that being resilient is not about always being successful, but about having the ability to adapt and recover. These characteristics make resilience a true protection against failures and shocks, as well as an ability to take advantage of any favorable situation. (Bravo, 2012)
A basic condition to know how resilient companies are is to know them, there are potential elements within organizations, necessary for the construction of resilience. One of the most used tools for this type of work (getting to know each other) is “Vanistendael's little house”, which was initially conceived as a “communication tool to present in an understandable way some key elements that contribute to resilience” (Vanistendael, sf). At present, this tool has been undergoing some variations and is now used as a qualitative model for the identification of resilient elements.
Resilient people and organizations stay in constant contact with reality, face it firmly, and make sense of difficulties or signs in the environment instead of sitting down to cry out of despair or remain imprisoned in a silence that paralyzes them. In the face of difficulties, changes in the environment or opportunities, resilient people and organizations are capable of reorganizing and adapting to produce responses, with an agility that suggests that they “improvise” solutions from the air. Others lack this ability. Adaptability and responsiveness are the sign of resilience. (Bravo, 2012)
IBM case:
IBM, one of the largest computing companies in the world, managed to be so profitable and so solid that it was recognized as one of the most powerful companies of the 20th century. It is estimated that an investment of 1,000 dollars made in 1962 could have generated approximately 5 million dollars in 1972. However, in the mid-1980s IMB began to suffer certain setbacks, which caused that at the beginning of the decade From the 90s, the company registered losses for the first time, which in 1993 amounted to 15,000 million dollars. That same year the board of directors decides to appoint Lou Gerstner as executive director of IBM, in which all hopes were placed.
One of Gerstner's first measures was to recognize that facts was a priority for IBM, in his first statements about the company he made it clear that: "The last thing IBM needs at this time is a vision", for him to rebuild a new culture Within the company it was important but not the most urgent, at that time, according to the decisions made by Gerstner, it was more urgent to be able to have the right people in the right positions and at the same time to be able to recover profitability, once again placing the customer as the central gear of the company. These actions in the very short term did not have any repercussion, according to a USA Today publication, issued after 100 days of Gerstner's management, IBM's shares had fallen by 6%, because according to some critics “it was not doing nothing".Although the skepticism of many about the discreet management of the new CEO was evident, he was never influenced and when criticized he responded: “I don't have a sense of crisis. I have a permanent sense of urgency, whether we're doing well or we're doing poorly, but for no reason do I think this company is in crisis ”(Collins, 2010, p. 83). To the surprise of many Gerstner managed to constantly increase the profitability of the company progressively, going from an increase of 5% in the first year to 9% during his last year of management, a behavior that was not surprising due to the reengineering of the company. to which all business processes were subjected, work that had a great impact by eliminating approximately 14,000 million dollars in inefficiencies. (Leon & others, 2013)2013)2013)2013)2013)“I don't have a sense of crisis. I have a permanent sense of urgency, whether we're doing well or we're doing poorly, but for no reason do I think this company is in crisis ”(Collins, 2010, p. 83). To the surprise of many Gerstner managed to constantly increase the profitability of the company progressively, going from an increase of 5% in the first year to 9% during his last year of management, a behavior that was not surprising due to the reengineering of the company. to which all business processes were subjected, work that had a great impact by eliminating approximately 14,000 million dollars in inefficiencies. (Leon & others, 2013)“I don't have a sense of crisis. I have a permanent sense of urgency, whether we're doing well or we're doing poorly, but for no reason do I think this company is in crisis ”(Collins, 2010, p. 83). To the surprise of many Gerstner managed to constantly increase the profitability of the company progressively, going from an increase of 5% in the first year to 9% during his last year of management, a behavior that was not surprising due to the reengineering of the company. to which all business processes were subjected, work that had a great impact by eliminating approximately 14,000 million dollars in inefficiencies. (Leon & others, 2013)but for no reason do I think that this company is in crisis ”(Collins, 2010, p. 83). To the surprise of many Gerstner managed to constantly increase the profitability of the company progressively, going from an increase of 5% in the first year to 9% during his last year of management, a behavior that was not surprising due to the reengineering of the company. to which all business processes were subjected, work that had a great impact by eliminating approximately 14,000 million dollars in inefficiencies. (Leon & others, 2013)but for no reason do I think that this company is in crisis ”(Collins, 2010, p. 83). To the surprise of many Gerstner managed to constantly increase the profitability of the company progressively, going from an increase of 5% in the first year to 9% during his last year of management, a behavior that was not surprising due to the reengineering of the company. to which all business processes were subjected, work that had a great impact by eliminating approximately 14,000 million dollars in inefficiencies. (Leon & others, 2013)This behavior was not surprising due to the reengineering to which all business processes were subjected, work that had a great impact by eliminating approximately 14,000 million dollars in inefficiencies. (Leon & others, 2013)This behavior was not surprising due to the reengineering to which all business processes were subjected, work that had a great impact by eliminating approximately 14,000 million dollars in inefficiencies. (Leon & others, 2013)
One of the types of leadership that best adapts to organizational resilience is that defined by the resilience expert Schneider Shpilberg (2007) as "transformational leadership" which is defined as one that anticipates future trends and inspires others to adopt a new vision of possibilities, develop others to be new and better leaders, and see the group as a community of people who learn and who are constantly tested. (Leon & others, 2013)
As we have seen throughout this research, several factors are necessary to be able to say that an organization is truly resilient, likewise, although there are many definitions of the term "organizational resilience", they all coincide in the same, the ability to overcome situations adverse or not, making the most of them and getting things flattering and positive. Another important point is the characteristics that they have by themselves, both the organization and the leaders and collaborators that are in them. Since a high degree of motivation is needed to want to change the situation and a special type of leadership that can harmonize the organization. Is it vital to develop organizational resilience? The answer is yes,since this will determine how long the Mexican SMEs will live and the level of growth they will have.
Bibliography:
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