Resilience Personal, Team and Organisational Workshop Series 3 Copyright of lifetimeswork 2009/2011...

Resilience

Personal, Team and OrganisationalWorkshop Series 3

Copyright of lifetimeswork 2009/2011

[email protected]

Resilience Workshop Series, Workshop 3Outcomes

• Increased understanding of what drives your organisation’s ups and downs

• A clear evaluation of your organisation’s current resilience • Increased understanding of the barriers to your organisation’s

resilience• Increased awareness of how the 8 core elements of organisational

resilience are connected• A sharing of best practice in helping develop and maintain

organisational resilience• A prioritisation of what needs to change now for your own

organisation• An action plan of how you take your organisational learnings back

into the workplace • Work through how to bring your increased understanding of the

organisation’s resilience to help deliver towards your sponsoring organisation’s outcomes

lifetimeswork Organisational Resilience

OR = Resilience of Top Team + 6 Organisation Factors?Resilience Workshop Series, Workshop 3Personal, Team and OrganisationalOur Starting Point

Organisational ResilienceWhat is it?

Policies, Structures, Processes

Policies, Structures, Processes

Po

licie

s, S

tru

ctu

res

, Pro

ces

ses

Po

licie

s, S

tru

ctu

res

, Pro

ces

ses

Culture

Senior Team

Senior Team

Senior Team

‘Strategic Resilience is what dynamically prevents the organisation from falling into decline, thus ensuring that a crisis never comes. It therefore

includes the capacity to exploit opportunity.’

(Hollnagel & Woods 2006)

ResilienceDefined

Resilience Workshop Series, Workshop 3Organisational ResilienceWhat is it?

‘If I knew where the next challenge will come from, I would be able to defend against it. But it is the challenge I cannot anticipate that we

need grassroots resilience capability for. (Anon CEO of USA company)

‘I know it when I see it’ (from ‘The Resilience Organisation’, Liisa Valinkagnas)


Strategic Resilience

The capacity to

Traditional Resilience

The capacity to

Change without first experiencing crisis

Change without a lot of accompanying trauma

Take action before it is a final necessity

Recover after experiencing crisis

Persist in face of threat; not to yield; tenacity

Survive trauma

From ‘The Resilience Organisation’; Valikangas, 2010


Used to battle decline, or address opportunities near and long term

Capacity to sustain and accomplish strategic change

Capacity to create positive surprises

Sustainability, flourishing

Escalation avoidance

Strategic Resilience Traditional Resilience ; ‘ Fall back’

Used when disturbance is sudden!

Accidence avoidance

Robustness

Proactive ‘what if’

From ‘The Resilience Organisation’; Valikangas, 2010

Resourceful

Adaptive

Robust

Resilience Workshop Series, Workshop 3Characteristics

Resourceful

Adaptive

Robust

Resilience Workshop Series, Workshop 3Organisational ResilienceCharacteristics – How?

Resourceful

Adaptive

Robust

Resilience Workshop Series, Workshop 3Organisational ResilienceCharacteristics & How?

Resilience of Top Team

Senior Teams

Other teams

Team ResilienceVery early insights

Leverage

ResilienceDefined

Boss’s Resilience

Boss’s Boss

Organisation

Market

Team Factors

Individual Resilience

Health Warning! All ideas for Team Resilience are too early to be evidenced

Team Factors

Team ResilienceVery early insights

1. Trust in the team

2. Authority of each team member inside and outside of the team. Includes clarity of role, value and purpose in the team

3. A Compelling Team Purpose

4. Consistency of action. Alignment of Vision/ Values/ Action / Communication

5. Collective capability in 3 areas: Learning/ Perspective/ Pacing

Health Warning! All ideas for Team Resilience are too early to be evidenced

Resilience Workshop Series, Workshop 3Characteristics - Adaptive

Strategy • is formed with expectations of adjusting,

changing• is ‘in discovery’• is beyond current performance

Willing to stop things that are no longer delivering

Resilience Workshop Series, Workshop 3Characteristics - Adaptive

Resilience Workshop Series, Workshop 3Characteristics – Adaptive. Mindfulness

Aware of what is happening around and to them => situational awareness

Be free of denial, nostalgia, arrogance

Embraces diversity to ensure against stuck mindsets

Takes realistic view

Unlearns & learns

Is not hostage to past performance

I

Resilience Workshop Series, Workshop 3Characteristics - Mindfulness

Resilience Workshop Series, Workshop 3Organisational Resilience

Wayne K. Hoy, (2003) "An analysis of enabling and mindful school structures: Some theoretical, research and practical considerations", Journal of Educational Administration, Vol. 41 Iss: 1, pp.87 - 109

How do you efficiently promote positive outcomes of organisation, while limiting negative consequences that are often associated with bureaucratic structures?

(how authority is structured)

Resilience Workshop Series, Workshop 3How to promote Organisational Mindfulness

Be preoccupied with failure to guard against creeping complacency

Be reluctant to simplify and become simple minded

Foster situational awareness and reporting of errors

Commit to resolving rather than being overcome by errors

Defer to expertise not hierarchy

(Weick & Sutcliffe, 2006)

OR = Resilience of Top Team + Senior Teams

+ Resilience of Middle Management

+ Consistency

+ Emotional Contract

+ Culture =

Resilience Workshop Series, Workshop 3Organisational ResilienceCurrent Thinking

Resilience



[email protected]

Mediocrity

High Success

Very low

Resilience Workshop Series, Workshop 3Organisational ResiliencePast Performance Traps

High Success

OverconfidenceArroganceUndue attribution of merit to selfStructural hardening, rigidityImmoderation, escalation of success formulaLost capacity for experimentationAttention complacency

Past Performance Traps

Mediocrity

Conventional thinkingBest people leavingLowered aspirationsRefer to other unambitious groupsInterest groups perpetuate status quoControl of resources by those who benefit from mediocrity


Poor performance

Caught in failureThreat-rigidity responseExtreme risk taking in case survival threatenedInward focusNo-one cares, people give up


Poor performance

Caught in failureThreat-rigidity responseExtreme risk taking in case survival threatenedInward focusNo-one cares, people give up

Past Performance Traps: Exercise

Mediocrity

Conventional thinkingBest people leavingLowered aspirationsRefer to other unambitious groupsInterest groups perpetuate status quoControl of resources by those who benefit from mediocrity

High Success

OverconfidenceArroganceUndue attribution of merit to selfStructural hardening, rigidityImmoderation, escalation of success formulaLost capacity for experimentationAttention complacency

Consider your organisation’s past performance in relation to the energy graph. What do you notice? What would you like to change?

Resilience


Backup

Contact

[email protected]

lifetimeswork Resilience Redefined

Resilience = (Bounce Back x Speed) + Energy Recovered + (Learning x Application )

ResilienceDefined

ResiliencePersonal, Team and Organisational

ResiliencePersonal, Team and Organisational

Resilience



[email protected]

Resilience Personal, Team and Organisational Workshop Series 3 Copyright of lifetimeswork 2009/2011...

Documents

Transcript of Resilience Personal, Team and Organisational Workshop Series 3 Copyright of lifetimeswork 2009/2011...