In the world, as it is right now, we are in a constant state of change, greeting the uncertain and unfamiliar on a daily basis. Whether it’s as small as changing the office layout, or the ever-uncertain economic or political landscape, the need for resilience to keep calm and carry on is greater than ever. But how do we develop our resilience, and is it possible to build resilience on an organisational level?
Resilience is a complex resource which is more present for some of us than others. It is, however, a learned skill which means that we can all become more resilient – with the right internal and external factors. Resilience is a subjective experience of how we manage stress and bounce back from adversity; however, everything we do exists within the context of who, where and how we interact with the world around us. Organisation resilience, therefore, requires individual resources who collectively make an organisation more resilient, while also having organisation level resources which in turn support the development of individual resilience. Make sense?
Humans are social creatures – whether, in the workplace, the home environment or social gatherings, we thrive from belonging and being supported by others. In the history of humanity, the civilisations which were the most successful were those that were able to gather their respective strengths for the benefit of the group so they could adapt effectively for survival. This same condition is the state of the current working environment – organisations need to gather their resources (personnel and tangible) in order to adapt and be flexible to constant and inevitable change. Individually we are weak, but collectively we are strong. This same mentality can be seen in the reason why we have teams. One individual is not as effective or productive as a group can be, and we, therefore, work together to achieve a common goal. This is where the concept of organisational resilience comes in.
Organisations need to remain innovative, flexible and agile in the face of constant change, and organisational resilience allows the organisation to turn failures and potential threats into opportunities for transformation and growth.
So how can we build our resilience resources on an organisational level? This article aims to explain the three components we need to focus on when we want to develop resilience in our organisation, and how we can support ourselves and each other in the workplace to not only bounce back but to thrive in the face of adversity.
Cynthia and Mark Lengnick-Hall (2005 and 2009) are experts in the eld of organisational resilience. Their research findings have found that there are three sources of organisational resilience. These are organisation-level cognitive, behavioural, as well as contextual capabilities and routines which foster resilience in the face of setbacks. In the section below we will unpack the cognitive and behavioural strategies (contextual strategies will be explained in another article so we don’t overload you).
Each of these components are based on the paper Developing a Capacity for organisational resilience through strategic human resource management (Lengnick-Hall et al., 2011):