Most of us work or play inside organisations. Some of these organisations inspire us to greater things, others stifle and even destroy us. We have identified organisational context as a major factor in determining individual and team resilience. Toxic organisational contexts can, and do, eat away at us, to the point where survival is our primary objective. However, I define resilience as ‘the capacity or ability to thrive’ which means that organisational context has the potential to help us thrive. 

It is important therefore to ask about the resilience of organisations. Is there a difference between organisations that survive and organisations that thrive? Do you work or play within surviving organisations or thriving organisations? How would you know? 

(If you want a quick answer check out 'Resilient Organisations' at http://www.resorgs.org.nz/)

A traditional definition of resilience focus’s on the ability to ‘bounce back’. Bouncing back implies the ability to absorb a shock, or change, and then, utilising some planned strategy, return to the state prior to the challenge. The ‘bounce back’ tends to make a return to the original state the primary objective.

This resistance approach to resilience can be found in such books as “The Resilience Dividend” by Judith Rodin (2014) where the author defines resilience as “the capacity of any entity…to prepare for disruptions, to recover from shocks and stresses, and to adapt and grow from a disruptive experience.” Yes, I do see the part about adapting and growing, but, for me there is an implied bottom line where preparation and recovery are acceptable objectives of resilience and thriving is an additional bonus.   

In their book, “Resilience: Why Things Bounce Back”, Andre Zolli and Anne Marie Healy share case examples and ideas about how organisations can absorb shocks and continue to survive and grow in changing contexts. Yes, again, I note the growth component. But to me, the 'bouncing back' to an original state, the survival aspect, is the main thesis. 

A more balanced, and I believe, more fruitful approach is that demonstrated by a group called “Resilient Organisations” which asks the key question, “What is it that makes some organisations able to not only survive, but also to thrive in the face of adversity?” For this team it is not merely sufficient to survive, it is necessary to thrive in order to be classified as resilient. 

Resilient Organisations is a research and consultative group made up of a team of researchers  from around New Zealand, particularly the Universities of Auckland and Canterbury. The Christchurch earthquake of 2011 provided a real impetus to expand and develop understandings of community and organisational resilience and over recent years this group has developed an impressive array of research, reports, guides, workshops and books aimed at enhancing our understanding of resilience.  

For readers interested in the humanitarian sector it is worth checking out the NGO guide to resilience on the Resilience Organisations website, along with the wealth of other information. There is even a checklist for you to assess your own organisations resilience. 

I am most interested in hearing of examples of actions, plans or strategies aimed at enhancing thriving as a core component of resilience. Whether these activities occur in individual or organisational contexts I invite you to share those examples with me.  

Resilient Organisations can be found at http://www.resorgs.org.nz/

The books I referred to are;

The Resilience Dividend (2014)

by Judith Rodin

Publisher: Public Affairs

Resilience: Why Things Bounce Back (2011)

by Andrew Zolli and Ann Marie Healy (Author)

Publisher: Free Press