Organizational Resilience

Knowledge Center

12manage is looking for students / contributors...


Description of Organizational Resilience. Explanation.


  1. Summary
  2. Forum
  3. Best Practices
  4. Expert Tips
  5. Resources
  6. Print

Definition Organizational Resilience. Description.

Organizational Resilience is the ability and capacity of a corporation to withstand potential significant economic / systemic risk or systematic discontinuities or business interruption, by adapting or recovering or resisting being affected and resuming its (core) operations to continue to provide an acceptable level of functioning and structure.

A resilient organization is able to adapt and align its strategy, operations, management systems, governance structure, supply chain, etc, quickly to significantly changing environments. Compare: Organizational Absorption, Organizational Agility.

According to Gary Hamel, Strategic Resilience is not about responding to a onetime crisis or about rebounding from a setback. It is about continuously anticipating and adjusting to trends that can permanently alter the earning power of a core business, before the case for change has become desperately obvious.

How to build a resilient organization?

Building a resilient organization is important to be able to withstand from shocks and discontinuities, however the task of doing so is not an easy one. White (2013) outlines four steps that can be taken in the introduction of resilience in organizations:

  1. Secure senior leadership support: Organizational resilience starts with leaders who understand and support the concept, both at an individual and an organizational level. This can be created through sharing studies on the extent to which organizational resilience increase efficiency, productivity, agility and well-being workforce. But it is also critical to develop resilient leaders, because it helps them to better understand and support the benefits or organizational resilience.
  2. Develop safe and secure work communities: A stressful and constrained workplace create an environment in which employees try to focus only on their work, thereby compart-mentalizing their real selves. But, because it is practically impossible to leave ones emotions and personalities at home, the development of safe and secure work communities are critical in the development of more efficient, happier and higher-performing organizations.
  3. Support all employees to adopt the following 'tips' that enhance individual resiliency:
    • Start with the most important activity with a break after 90 minutes. This will increase productivity.
    • Keep a running list on what is on your mind. This is important because memories have only limited capacity. Writing down will free your mind and increase space for what is most important.
    • Constantly reflect on yourself
    • Systematically train your attention through for example reading books
    • At the end of the day, identify the most important objectives of the following day.
    • Monitoring your mood. This is important as emotions influence the degree of responsiveness and reflection of an employee. Negative emotions are often related to more impulsive and reactive behaviour.
  4. Empower the workforce to build resilience through the rules and policies within an organization: There is not one specific way to empower employees to build resilience. Rather, this process can take several forms. For example, the employee could be given allowance to take certain breaks that they can use to revitalize and calm down. Another example is the combination of work and enjoyment through for example walking meetings. It is about the creation of a workspace that enables employees to do their work while retaining their well-being.

Using a Business Interruption Insurance, companies can protect themselves against the loss of income after events (disasters) that temporarily interrupt business operations.

Source: White, M. (2013) Building a Resilient Organizational Culture UNC Kenan  Flagler Business School
Organizational Resilience Forum
  Cases of Organizational Resilience. Examples
Hi, do you know of a good description or a good ex...

Organizational Resilience Special Interest Group

Special Interest Group


Best Practices - Organizational Resilience Premium

Expert Tips - Organizational Resilience Premium

Resources - Organizational Resilience Premium

Developing Resilient OrganizationsSign up

This presentation elaborates on the creation of or...
Usage (application): Organizational Resiliency

Business Continuity Management and Disaster Recovery ManagementSign up

Presentation about Business Continuity Planning (B...
Usage (application): Business Continuity Planning, Disaster Recovery Planning, Crisis Management, Organizational Absorption

Introduction to Business Continuity ManagementSign up

Organizations have to be prepared to deal immediat...
Usage (application): Understanding of the Need to Have a Business Continuity Plan, Organizational Resilience

News about Organizational ResilienceSign up


Videos about Organizational ResilienceSign up


Presentations about Organizational ResilienceSign up


Books about Organizational ResilienceSign up


More about Organizational ResilienceSign up


Compare with: Crisis Management  |  Strategic Risk Management  |  Root Cause Analysis  |  Force Field Analysis  |  Brainstorming  |  Theory of Constraints  |  Scenario Planning  |  Game Theory  |  Real Options  |  Anti Hostile Takeover Mechanisms  |  First-mover Advantage  |  Blue Ocean Strategy  |  Competitive Environment  |  Competitive Position  |  Illusion of Control Bias  |  Loss Aversion Bias

Special Interest Group Leader

You here


Return to Management Hub: Change & Organization  |  Communication & Skills  |  Decision-making & Valuation  |  Ethics & Responsibility  |  Human Resources  |  Leadership  |  Strategy  |  Supply Chain & Quality

More on Management  |  Return to Management Dictionary  | 


This ends our Organizational Resilience summary and forum.

About 12manage | Advertising | Link to us / Cite us | Privacy | Suggestions | Terms of Service
2018 12manage - The Executive Fast Track. V14.1 - Last updated: 19-8-2018. All names of their owners.