In a context of global financial and economic crisis like the current one, organizations tend to think more about the final results in terms of the market or economy, than in terms of the processes, decisions and behaviors that give rise to said results.
Since stressful stimuli are inevitable on a daily basis, the diversity of responses to these stimuli has to be sought in the different dispositions and abilities to pursue well-being. The deterioration in terms of quality of life, work stress, personal and family sacrifice as well as the increase in unemployment entails a greater degree of complexity and efforts when it comes to guiding behaviors and processes in order to overcome difficulties and generate results positive.
The objective of this information is to influence the most important aspects of research on organizational resilience by carrying out a theoretical review in the field of work and organizational psychology, as well as identifying, based on its results, future research guidelines.
1. CONCEPTUALIZATION OF RESILIENCE.
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.
The origin of the study of resilience in the field of psychology derives fundamentally from efforts aimed at knowing the etiology and development of their psychopathology, especially in children at risk of developing psychopathology due to mental illnesses of the parents, interpersonal conflicts, poverty or a combination of these.
The systematic analysis and study of resilience in children has overturned many classical deficit- and problem-focused assumptions and models, suggesting that some of the original assumptions about resilience were, at least in part, wrong.
In fact, early studies implied that there was something extraordinary or special about these children, often described as invulnerable or invincible. But research has shown evidence that resilience is a more normal and frequent process than previously thought. (Isabella Meneghel, 2013
2. DEFINITION OF RESILIENCE.
The resilience is the ability of a person or group to recover from adversity to continue to project 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.
Psychology's analysis of resilience has changed over the years. For a long time, these types of responses were considered unusual or pathological. However, current psychologists recognize that it is a common response as a form of adjustment in the face of adversity. (definition of, sf)
The resilience is the process of adapting well to adversity, trauma, tragedy, threats or significant sources of stress, such as family or personal relationship problems, serious health problems or stressful situations at work or financial. It means "bouncing" from a difficult experience, as if you were a ball or a spring.
Research has shown that resilience is ordinary, not extraordinary. People commonly demonstrate resilience. An example is the response of people in the United States to the terrorist attacks of September 11, 2001 and their individual efforts to rebuild their lives.
Being resilient does not mean that the person does not experience difficulties or anguish. Emotional pain and sadness are common in people who have suffered great adversity or trauma in their lives. In fact, the road to resilience is probably full of obstacles that affect our emotional state.
The resilience is not a feature that people have or do not have. It includes behaviors, thoughts and actions that can be learned and developed by anyone. (American Psychological Association, nd)
3. 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.
Nowadays, people face constant changes in their work environment, both internal and external, and resilience could be shown as the key resource when it comes to promoting their adaptation and well-being. That is, resilient people are better equipped to deal with the stressful stimuli of constantly changing work environments, as well as they are more open to new experiences, they are more flexible in the face of changing demands and they show greater emotional stability to face stressful situations.
In the workplace, for example, resilience can help workers to meet customer needs, to seize opportunities that might otherwise be lost, to act quickly and effectively in threatening and crisis situations. (Isabella 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 from failures, delays, conflicts or any other threat to the well-being of the same team. (Isabella 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 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 action-oriented and, instead of addressing opportunities through analysis and observations, takes action. (Isabella Meneghel, 2013)
4. DEFINITION OF ORGANIZATIONAL RESILIENCE.
It is "the ability of an organization to anticipate, prepare for, respond to, and adapt to increasing changes and sudden disruptions in order to survive and prosper."
It goes beyond risk management to a more holistic view of business health and success.
A resilient organization is one that not only survives long-term, but also flourishes by standing the test of time.
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 the adoption of excellent habits and best practices for business improvement through the creation of competence and capacity in all aspects of an organization. This allows those responsible for the organization to take risks that have been weighed with confidence, making the most of the opportunities that present themselves.
(bsigroup.com, sf)
5. BACKGROUND AND CONSEQUENCES OF INDIVIDUAL AND COLLECTIVE RESILIENCE IN WORK CONTEXTS.
The study of resilience in the workplace is relatively recent, therefore there is not an extensive empirical evidence base that defines the antecedents and consequences of the resilience of employees and groups and / or teams in organizations.
However, some variables have been detected that have been shown to have a positive effect on their development, as well as some positive consequences for both the worker and the organization to which they belong. The most important variables related to resilience will be highlighted below.
a) Personal background.
Next, the antecedents of personal resilience will be presented, that is, personal relationships, self-efficacy and positive emotions.
- Relationships
A growing body of empirical evidence supports the idea that positive interpersonal relationships are an important requirement for resilience development, both at the individual and team levels. For example, different authors show the importance of maintaining and improving relationships with and between employees during crisis situations to ensure commitment 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.
The relationship between resilience and self-efficacy is established, stating that 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. Success comes from renewed efforts after unsuccessful attempts. That is why personal effectiveness in building resilience is of great importance.
- Positive emotions.
The broaden-and-build theory of positive emotions proposes that these are a form of advanced adaptation that works to create lasting resources.
Unlike negative emotions, which narrow attention and cognition to cope with an immediate threat, positive emotions have the potential to calm the autonomic arousal generated by negative emotions and broaden the person's attention and thinking. and behavioral repertoires.
Previous results show that positive emotions 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. (Isabella Meneghel, 2013)
b) Background related to the organization.
The resilience antecedents related to the organizational context considered most relevant for this review will be presented below, that is, the demands and labor resources.
- Lawsuits and labor resources.
Regarding labor resources, defined as those physical, social and / or organizational working conditions that favor the achievement of goals insofar as they stimulate personal and professional growth and development, a study shows that there is a positive effect between the work resources of the social team, that is, a climate of social support and coordination, and group resilience.
This is due to the fact that positive and quality relationships between teammates (demonstrated through a good climate of social support and a high level of coordination) facilitate the sharing of information, learning processes and the development of adaptive solutions to the problems that arise, thus influencing the increase in resilience.
Regarding work demands, defined as the physical, social and organizational conditions of work that require a sustained effort (physical, social and / or organizational) on the part of the person and are associated with a physical and / or psychological cost (mental or emotional) there is no direct effect on group resilience, neither positive nor negative. (Isabella Meneghel, 2013)
c) Consequences for individuals and groups.
This section presents the main consequences of resilience, both for the individual and for groups; that is, 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, measured both by the supervisor and by self-report, and both individually and collectively, that is, team performance. 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.
- Attitudes towards work.
Different studies show evidence that the resilience of employees has a positive impact on satisfaction, commitment and happiness at work.
This result is consistent with the assumptions of resilience, since it is considered an important variable to perceive and determine positive interpretations of risk factors that, otherwise, would be interpreted only as threats, and for that reason it increases the probability of positive perceptions..
- Reincorporation to the labor market.
Recent research reveals that today companies can offer less and less job security for their employees, a situation that in some countries is aggravated by the current economic crisis and the high unemployment rate reached.
In order to promote the reincorporation of unemployed people to the labor market, it is proposed 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 to rejoin the labor market. (Isabella Meneghel, 2013)
6. WHAT IS A RESILIENT ORGANIZATION LIKE? HOW DO YOU BENEFIT FROM RESILIENCE?
A resilient organization will demonstrate its fundamental traits in the way it operates: adaptive with agile leadership that governs firmly.
Therefore, a resilient organization will benefit from the following aspects: ü Strategic adaptability.
This gives you the ability to manage the various circumstances that may arise successfully, even if it means moving away from your core business.
- Agile leadership.
This enables them to take risks that have been previously assessed with confidence and respond quickly and appropriately to an opportunity or threat.
- Firm government.
Demonstrating governance through the organization's structures, based on a culture of trust, transparency and innovation, which guarantees that they remain faithful to their vision and values. (bsigroup.com, sf)
7. WHAT CHARACTERIZES A RESILIENT PERSON?
People who tend to practice resilience have the following characteristics:
- They are aware of their potentialities and limitations.
Self-knowledge is a very powerful weapon to face adversity and challenges, and resilient people know how to use it to their advantage. These people know what your main strengths and abilities are, as well as your limitations and shortcomings. In this way, more objective goals can be set that not only take into account your needs and dreams, but also the resources available to achieve them.
- They are creative.
The person with a high capacity of resilience does not limit himself to trying to glue the broken vase, he is aware that he will never be the same again. The resilient will make a mosaic with the broken pieces, and transform their painful experience into something beautiful or useful. Out of the vile, bring out the precious.
- They trust their abilities.
By being aware of their potentialities and limitations, resilient people trust what they are capable of doing. If something characterizes them, it is that they do not lose sight of their goals and feel confident of what they can achieve. However, they also recognize the importance of teamwork and do not withdraw from themselves, but know when to ask for help.
- They take difficulties as an opportunity to learn.
Throughout life we face many painful situations that demotivate us, but resilient people are able to see beyond those moments and do not give up. These people see crises as an opportunity to generate change, to learn and grow. They know that those moments will not last forever and that their future will depend on the way they react. When faced with adversity they ask themselves: what can I learn from this?
- They practice mindfulness or mindfulness.
Even without being aware of this ancient practice, resilient people have the habit of being fully present, of living in the here and now, and of having a great capacity for acceptance. For these people, the past is part of yesterday and is not a source of guilt and anxiety, while the future does not stun them with its share of uncertainty and worries. They are able to accept experiences as they are presented and try to get the most out of them. They enjoy the little details and have not lost their ability to marvel at life.
- They view life objectively, but always through an optimistic prism.
Resilient people are very objective, they know their potential, the resources they have at their disposal and their goals, but that does not imply that they are not optimistic. Realizing that nothing is completely positive or negative, they strive to focus on the positives and enjoy the challenges. These people develop realistic optimism, also called Optimism, and they are convinced that no matter how dark their day is, the next day can be better. o They surround themselves with people who have a positive attitude.
People who practice resilience know how to cultivate their friendships, so they generally surround themselves with people who maintain a positive attitude towards life and avoid those who behave like emotional vampires. In this way, they manage to create a solid support network that can sustain them in the most difficult moments. o They do not try to control situations.
One of the main sources of tension and stress is the desire to want to control all aspects of our life. So when something slips out of our hands, we feel guilty and insecure. However, resilient people know that it is impossible to control all situations, they have learned to deal with uncertainty, and they feel comfortable even when they are not in control. o They are flexible to changes.
Although resilient people have a very clear self-image and know exactly what they want to achieve, they also have enough flexibility to adapt their plans and change their goals when necessary. These people are not closed to change and are always willing to consider different alternatives, without obsessively clinging to their initial plans or a single solution. o They are tenacious in their purposes.
The fact that resilient people are flexible does not imply that they renounce their goals, on the contrary, if something distinguishes them is their perseverance and their ability to fight. The difference is that they do not fight against windmills, but take advantage of the direction of the current and flow with it. These people have an intrinsic motivation that helps them to stand firm and fight for what they set out to do.
o They face adversity with humor.
One of the essential characteristics of resilient people is their sense of humor, they are capable of laughing at adversity and pulling a joke out of their misfortunes. Laughter is their best ally because it helps them to stay optimistic and, above all, it allows them to focus on the positive aspects of situations.
o Seek help from others and social support.
When resilient people go through a potentially traumatic event, their first objective is to overcome it, for this, they are aware of the importance of social support and do not hesitate to seek professional help when they need it. (Linares, 2014)
8. PROTECTIVE FACTORS THAT INTERVENE IN ORGANIZATIONAL RESILIENCE.
The Protective Factors seek to reduce the effects of risks within the organization and its Human Resources (HR).
Individual, group and social contributions are a possibility of real change for any organization that experiences instances of burnout.
Protective Factors generate dialogue between the individual (his symbolic and affective capital) and his external context. This one, loaded with institutional conversations where behavior is governed and administered for eight hours (or more) by a purpose that has been put in common: the challenges of the organization. The four fields of intervention of the protective factors are: I am, I am, I have and I can.
Protective Factors seek the self-care of the human group, they seek to metabolize the routines of organizations and with this, generate evolution in their human ecosystem (group and individual).
- Psychosocial Protective Factors:
- Warm environment (close and affectionate) Supportive leadership for the management of subordinates (trust articulator) Open communication (based on trust and horizontality) Stimulating leaders (nurturing, collaborative and credible) Team work (collaborative, effective, expedited) Systematic support of the organization (emotionally, materially, informative) Delivery of values (guidelines in individual and group performance).
- Greater intrapersonal knowledge (who I am) Greater empathy (seeing, listening and understanding the other) Greater self-esteem (validating and recognizing ourselves) Greater motivation to achieve (perspective of the challenge, understanding of the challenge) Greater feeling of self-sufficiency (believing healthily in oneself) Less tendency to feelings of hopelessness (certainties, future projection) Greater autonomy and independence (empowerment) Skills to guide tasks (solve conflicts and move away from fatalism).
- Greater interpersonal management (social intelligence). Greater tendency to approach (collaborative skills). More positive, creative and playful mood (validation of enjoyment in the production process). Appreciative criteria to understand the work (recognition of good practices).
- System of beliefs and values (rites, myths and milestones) System of social relations (public and private) Internal organizational system (coordination in management, processes) Educational system (promote training processes: courses, schooling and university).
- Self-management (intuition, knowledge, perspective) Communication management (informing is giving, communicating is understanding) Management of diversity (perspective of acceptance and complementarity) Management of ethics (recognition of shared principles) Cross-cultural management (validation of external experiences) Team management (containment, listening, clarity) Change management (flexibility, charisma, integration). (Newfield Network Chile, 2011)
CONCLUSION.
Fostering Organizational Resilience in any collaborative group is a life option.
Generating a broad view sustained over time and aligned with nutritional criteria, conclude in a transformative path for all workers.
Living in Resilience is taking care of people, validating them, listening to them, respecting them and adding them to a greater process.
The challenge of Resilience in the organizational field is clear: articulate a shared dream, but never forgetting self-care as the fundamental pillar of every human group.
BIBLIOGRAPHY.
American Psychological Association. (sf). Retrieved from
bsigroup.com. (sf). Obtained from
definition of. (sf). Obtained from
Isabella Meneghel, MS (2013). Integraorg. Retrieved from
Linares, R. (November 17, 2014). elpradopsicologos.es. Obtained from
Newfield Network Chile. (November 2011). Obtained from
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