Resilience
Personal, Team and Organisational
Workshop Series 3
Copyright of lifetimeswork 2009/2011
[email protected]
Resilience Workshop Series, Workshop 3
Outcomes
• 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
Resilience Workshop Series, Workshop 3
Personal, Team and Organisational
Our Starting Point
lifetimeswork Organisational Resilience
OR = Resilience of Top Team + 6 Organisation Factors
Consistency
Collaborative Culture
Learning Culture
Emotional contract
Prioritisation to reduce stress/workload
Sharing difficulties/ambiguity with staff
Organisational Resilience
What is it?
Culture
Top Team
Senior
Team
Senior
Team
Teams
Teams
Senior
Team
Senior
Team
Teams
Policies, Structures, Processes
Teams
Policies, Structures, Processes
Policies, Structures, Processes
Policies, Structures, Processes
Resilience Workshop Series, Workshop 3
Organisational Resilience
What is it?
Resilience
Defined
‘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)
‘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 3
Organisational Resilience
What is it?
Strategic Resilience
Traditional Resilience
The capacity to
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 3
Organisational Resilience
What is it?
Strategic Resilience
Traditional Resilience ; ‘ Fall back’
Used to battle decline, or address
opportunities near and long term
Used when disturbance is sudden!
Capacity to sustain and accomplish
strategic change
Capacity to create positive surprises
Sustainability, flourishing
Escalation avoidance
Accidence avoidance
Robustness
Proactive ‘what if’
From ‘The Resilience Organisation’; Valikangas, 2010
Resilience Workshop Series, Workshop 3
Characteristics
Adaptive
Resourceful
Robust
Resilience Workshop Series, Workshop 3
Organisational Resilience
Characteristics – How?
Resourceful
Prioritisation
Sharing difficulties/ambiguity
Adaptive
Collaborative Culture
Learning Culture
Prioritisation
Sharing difficulties/ambiguity
Robust
Emotional Contract
Consistency
Resilience Workshop Series, Workshop 3
Organisational Resilience
Characteristics & How?
Resourceful
Resilience of Top Team
Adaptive
Senior Teams
Other teams
Robust
Team Resilience
Very early insights
Market
Organisation
Boss’s Boss
Team Factors
Boss’s Resilience
Individual
Resilience
Resilience
Defined
Leverage
Health Warning!
All ideas for Team Resilience are too early to be evidenced
Team Resilience
Very early insights
Team Factors
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 3
Characteristics - 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 3
Characteristics - Adaptive
Resilience Workshop Series, Workshop 3
Characteristics – 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
Resilience Workshop Series, Workshop 3
Characteristics - Mindfulness
Resilience Workshop Series, Workshop 3
Characteristics - Mindfulness
Resilience Workshop Series, Workshop 3
Organisational Resilience
How do you efficiently promote positive outcomes of organisation, while
limiting negative consequences that are often associated with bureaucratic
structures?
(how authority is
structured)
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
Resilience Workshop Series, Workshop 3
How 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)
Resilience Workshop Series, Workshop 3
Organisational Resilience
Current Thinking
OR = Resilience of Top Team + Senior Teams
+ Resilience of Middle Management
+ Consistency
+ Emotional Contract
+ Culture =
Mindful
Collaborative Culture
Learning Culture
Working within capacity whilst embracing
stretch. (Prioritisation)
Sharing difficulties/ambiguity with staff
Resilience
Personal, Team and Organisational
Workshop Series 3
Copyright of lifetimeswork 2009/2011
[email protected]
Resilience Workshop Series, Workshop 3
Organisational Resilience
Past Performance Traps
High Success
Mediocrity
Very low
Past Performance Traps
High Success
Overconfidence
Arrogance
Undue attribution of merit to self
Structural hardening, rigidity
Immoderation, escalation of success formula
Lost capacity for experimentation
Attention complacency
Past Performance Traps
Mediocrity
Conventional thinking
Best people leaving
Lowered aspirations
Refer to other unambitious groups
Interest groups perpetuate status quo
Control of resources by those who benefit
from mediocrity
Past Performance Traps
Poor performance
Caught in failure
Threat-rigidity response
Extreme risk taking in case survival
threatened
Inward focus
No-one cares, people give up
Past Performance Traps: Exercise
Consider your organisation’s past performance in relation to the
energy graph. What do you notice? What would you like to
change?
High Success
Mediocrity
Poor performance
Overconfidence
Arrogance
Undue attribution of merit to self
Structural hardening, rigidity
Immoderation, escalation of
success formula
Lost capacity for
experimentation
Attention complacency
Conventional thinking
Best people leaving
Lowered aspirations
Refer to other unambitious groups
Interest groups perpetuate status
quo
Control of resources by those who
benefit from mediocrity
Caught in failure
Threat-rigidity response
Extreme risk taking in case
survival threatened
Inward focus
No-one cares, people give
up
Resilience
Personal, Team and Organisational
Workshop Series 2
Backup
Contact
[email protected]
Resilience
Personal, Team and Organisational
Resilience
Defined
lifetimeswork Resilience Redefined
Resilience = (Bounce Back x Speed) + Energy
Recovered + (Learning x Application )
Resilience
Personal, Team and Organisational
Resilience
Personal, Team and Organisational
Workshop Series 3
Copyright of lifetimeswork 2009/2011
[email protected]
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Resilience - NHS Education for Scotland