Building resilient organizations

Introspection through the lens of psychological resiliency

Authored by: Rabindra Kumar Pradhan

The Routledge International Handbook of Psychosocial Resilience

Print publication date:  August  2016
Online publication date:  August  2016

Print ISBN: 9781138954878
eBook ISBN: 9781315666716
Adobe ISBN: 9781317355946


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The very nature of change is changing, and for twenty-first century, every day new strategies are essential to flourish in the context of professional complexity. For organizations to move head on and face the challenges with positivity, they have to be able to welcome changes and be strategized to be changed by themselves. With today’s knowledge and technical industries having short product lifecycles and braving a rapidly changing competition market, the ability to assess and engage itself becomes a key capability for survival and growth (Burnes, 2000). In this context, the business catastrophes with the wake of 9/11 has spread the idea of organizational resilience to address the requirements for managing uncertainty happening in economies around the globe, which is apparently intricate and increasingly interconnected (Hamel & Välikangas, 2003). Coutu (2002) has suggested that organizations require three key constituents for getting tagged as ‘resilient’: acceptance of reality, deeply held values that yield meaning, and the ability to improvise. Researchers have further acknowledged that forward planning, perception, and reaction to variations (Hollnagel, Woods, & Leveson, 2006); the ability to interpret events and manage complexities (Rerup, 2001); and the ability to correct errors immediately and learn from them (Weick & Sutcliff, 2001) are some of the pre-requisites for fostering organizational resilience. Therefore, such proven characteristics of resilience need to be assimilated into an organization’s philosophy and culture, which will eventually ensure survival in times of hardship.

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