Organizational resilience is a young research field whose concepts are still being developed
Premise: The world increasingly exhibits symptoms of VUKA.
Volatility: constant, rapid change
Uncertainty: Choices are less black and white.
Complexity: connections and interactions become more complex.
Ambivalence: reality has become ambiguous and contradictory.
Against this backdrop, people and organizations are challenged to develop their resilience.
Resilience (lat.: resilire: „jumping back“, „bouncing off“) means „resilience“: in psychological terms, the ability to bounce back from any setback by relying on one’s own resources.
Standards are in short supply even as companies are in urgent need of support to strengthen resilience.
- Our world and the economy are increasingly plagued by crises.
- The workforce and managers are increasingly overwhelmed.
- Digitization requires even faster response times.
- Adaptability, the ability to grow and develop skills to meet challenges has become a relevant competency for the future.
Current concepts on the development of organizational resilience focus primarily on corporate culture. Relevant concepts will be presented here shortly.
„“The Resilient Enterprise“ by Yossi Sheffi (2007)
Sheffi advocates for a combination of risk management and cultural development:
Investment in resilience
- Focus on results: resilient companies place high expectations on their employees, fostering a mentality of active engagement that gives rise to pragmatic solutions.
- Teamwork and communication: companies utilize open communication channels and fast information flow. If new teams are needed, they can be formed quickly.
- Informal networks: informal networks support hierarchical communication channels with their flexibility. Facilitating faster responses, they make significant contributions to the successful completion of a task.
- Showing leadership at all levels of the hierarchy: To keep a company flexible and responsive, it is important that accountability is maintained at all levels.