Organisational resilience is a new field of research, which still has varying concepts
Background: The world is becoming VUCA.
Volatile: Constant, fast changes.
Uncertain: No clear “right” or “wrong”.
Complex: Relationships and interactions are becoming more complex.
Ambivalent: Reality is ambiguous and contradictory.
In such a context, individuals and organisations are called upon to develop their own resilience.
Resilience (resilire (lat.): to jump and bounce back) means “the ability to resist”; in the field of psychology it is the ability to recover from any kind of situation – by drawing on your own resources. The aim of promoting resilience is therefore to help individual and organisations to overcome challenges and crises and to use them as an incentive for growth and development.
Up to now, there were no quality standards. And, at the same time, companies urgently needed support in order to boost resilience.
- The number of crises in society and in the economy is on the rise.
• Employees and executives are increasingly overtaxed.
• Digitalisation imposes faster reactivity.
• Adaptability, growing with and learning from challenges are becoming important skills for the future.
Current concepts for developing organisational resilience are primarily based primarily on corporate culture.
We have posted an overview of the relevant literature on organisational resilience and brief descriptions under “Service”.
In our A-Z guide on organisational resilience (coming soon), we give you background information and tips on all aspects of organisational resilience.