Five Principles Of Resilience

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ORGANISATIONAL RESILIENCE: A REVIEW
Prof. Fabiola M. Dhanaraj, Principal, Arulmigu Meenakshi College of Nursing, Kanchipuram.
Introduction
The term “Organizational Resilience” may be new to many of us especially in nursing. Our workplaces can face resilience which we should be able to manage. Resilience is an abstract term that is used substantially across a range of disciplines, such as psychology, sociology, economics, ecology, engineering and network theory, to name but a few. In its most general human context, resilience can be stated as “the ability to recover from or adjust easily to misfortune or change”. However, in its most generally accepted form, the term resilience refers to the way in which any entity or system achieves an end state of ‘keeping going’.
Definition
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1. Leadership: Resilience begins with enterprise leadership setting the priorities, allocating the resources and making the commitments to establish organizational resilience throughout the enterprise. Leadership achieves a balance between risk taking and risk containment to ensure ongoing innovation, but in the context of prudent risk minimization.
2. Culture: The second component of organizational resilience is enterprise culture. A resilient culture is built on principles of organizational empowerment, purpose, trust and accountability. A resilient culture is built on a strong sense of trust between employees, management, suppliers and partners. People assume responsibility without question. People commit to action and do what has to be done — regardless of rank, title or job description. A resilient organization is a passionate organization, and it is this culture of passion that drives, achieves and rewards personal and team
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