Resilience
Personal, Team and OrganisationalWorkshop Series 3
Copyright of lifetimeswork 2009/2011
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
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ses
Po
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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)
Resilience Workshop Series, Workshop 3Organisational ResilienceWhat is it?
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
Resilience Workshop Series, Workshop 3Organisational ResilienceWhat is it?
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 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
Personal, Team and OrganisationalWorkshop Series 3
Copyright of lifetimeswork 2009/2011
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
Past Performance Traps
Poor performance
Caught in failureThreat-rigidity responseExtreme risk taking in case survival threatenedInward focusNo-one cares, people give up
Past Performance Traps
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?
lifetimeswork Resilience Redefined
Resilience = (Bounce Back x Speed) + Energy Recovered + (Learning x Application )
ResilienceDefined
ResiliencePersonal, Team and Organisational
ResiliencePersonal, Team and Organisational
Resilience
Personal, Team and OrganisationalWorkshop Series 3
Copyright of lifetimeswork 2009/2011
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