Organizational Resilience

There are varieties of definitions in regards with resilience based on different perspectives (Arrington et al., 2000). For instance, from a developmental perspective, resilience can be defined as positive and successful outcomes despite challenging situations (Masten, 2007; Windle, 2010). Resilience can also be defined as recovery to normal functioning from adversity or coping well under currently risk conditions (Masten, 2007; Windle, 2010). However, not every language has the word “resilience”. For example, a phrase, “the ability to cope with adversity” (Ungar et al.,

The purpose of this paper is to define the concept of resilience using Wilson’s concept analysis. Wilsons method was developed expressly for students to develop the abiity to “gain skills in answering questions of a conceptual nature.” (Walker & Advant 2011, p. 55) The process he developed provides the necessary structure for the development of a concept without being overly laborious in process. It is meant to assist the user in “clear thinking and communitcation”. (2011, p. 55). It uses the process of question isolation: deciding on a concept to address, finding right answers or researching meaning of the concept to be investigated, example cases in which this paper will only identify a model case, social context in which the concept

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.

Resilience is a term that is often applied to those who have faced hardship and viewed the experience in a positive light as an opportunity to grow and change for the better (Wagnild & Collins, 2009). The definition however seems to vary from place to place. Ungar et al. (2008) stated “definitions of resilience are ambiguous when viewed across cultures" (p.174) which is why the understanding of resilience may be difficult to capture (as cited in Windle, Bennett & Noyes, 2011). Although the literature agrees on several common themes about resilience there are many varying opinions on how to define the concept or the attributing factors. Earvolino-Ramirez (2007) and

September 11, 2001 is commonly thought of as the next major disaster in the United States. So I prefer to choose this real incident. The event that shook the world like a thunderstorm, thousands of people died in the terrorist attacks they did not resemble the catastrophic disasters previously discussed. Unlike all of the natural disasters previously detailed, the attacks in New York City and Washington, DC did not completely overwhelm the emergency response capabilities of entire regions. The attacks caused brief mass confusion and overwhelmed individual emergency response agencies but did not paralyze the entire emergency response network. The primary first responders were the Fire Department of New York (FDNY), the New York Police Department (NYPD) and the Port Authority Police Department (PAPD. While federal officials participated in rescue operations and helped provide security after the attacks, the immediate rescue efforts were orchestrated by local responders. The local response networks were overwhelmed and resources were strained, but there was no system-wide breakdown in organization or authority. Nonetheless, emergency responders encountered many of the same problems that responders experience during catastrophic disasters. Communication systems

Of the three aircraft that reached their intended targets, two struck the towers of the World Trade Center while the third struck the Pentagon. These three aircrafts striking these locations caused massive damage and took the lives of countless Americans in the process. The actions of those that responded to the scenes of devastation were nothing short of heroic. During the time those responders were on scene, Emergency Operations activities had begun as well as the Incident Command System was being utilized simultaneously.

The terrorist strikes in New York City on September 11, 2001 resulted in one of the largest disaster recovery and cleanup trials in United States history. The recovery efforts hit an expected 91,500 workers which included aides operating in and throughout ground zero. (Ekenga, Scheu, Cone, Stellman & Farfel pg. one yr. 2011). This paper analyzes the many types of items recovery organizations were facing at that time. Many recovery issues that had happened were designed and prepared for "on paper". However, due to the research, there was a lack in multiple groups after the 9/11 attacks that had even showed little improvement towards their recovery plans. Also, the incident presented many un-known issues that had created tremendous difficulties

Our way of life in the United States and around the world changed on September 11th, 2001 after the terrorist attacks on the World Trade Centers in New York City, the Pentagon and on flight 93. One of the statements that President George W. Bush made in his Address to the Nation on Terrorist Attacks that night was, “Our first priority is to get help to those who have been injured and to take every precaution to protect our citizens at home and around the world from further attacks” (Bush, Para 6, September 11, 2001). Emergency management services across the nation and the world sprang into action to provide immediate aid to the response and recovery efforts that were in dire need in New York City. The Federal Emergency Management Agency (FEMA) was an instrumental part of providing aid in that process.

“Resilience can be generally defined as the capacity to cope with life's setbacks and challenges” (Moen & Erickson, 1995). Although seemingly simple the concept of resilience is ever changing. Resilience levels differ from person to person. Sometimes traumatic events significantly affect people, While the other set of individuals who experienced the same traumatic event are seemingly ok. These inconsistencies are what led Dr. Williams to research this clinical issue repeatedly presented to her with sexual abuse victims. By investigating what causes some victims of sexual abuse to need more help than others, she can better personalize and adjust her services for each client. She can also implement systems similar to those already in place for those who are coping well with the

I must say that I agree with many points that you made throughout this post. For instance, the fact that you mention there is a paradigm shift happening to the concept of resilience is quite interesting as one would have thought that instead of a paradigm shift mostly it was a matter of competing views. That is, some may believe that resilience is either a trait, a state, a process, or perhaps a combination of these. However, after exploring the literature, I must agree with you that resilience is now being conceptualized as a dynamic process rather than as a trait although some concepts of this term are still inconsistent (Velichkovsky, 2009; Haase & Peterson, 2013).

Working in a production facility for the last 10 years, I understand how important resilience is for me and my co-workers. Customer orders change, overtime requirements fluctuate, machines break down and need repaired, and numerous other events occur everyday. It does not matter what job you have at any company, everyone must be resilient and do their part to obtain the proper outcome for the company in their own areas, and assist in others if possible. There were a few elements introduced in Harrington’s article that I feel have helped me be more resilient, which are emotional, family, and spiritual elements (2012). My family has always been there for me if I was going through tough times, and I feel that the support they give me helps me

First of all, I would like to define what resilience is. Major scholars believe it is the process to recover from trauma, or the ability to respond to adversity. According to Sergeant and Laws-Chapman (2012), resilience refers to “the ability to adapt to adverse conditions while maintaining a sense of purpose, balance, and positive mental and

Disaster Recovery Planning is the critical factor that can prevent headaches or nightmares experienced by an organization in times of disaster. Having a disaster recovery plan marks the difference between organizations that can successfully manage crises with minimal cost, effort and with maximum speed, and those organizations that cannot. By having back-up plans, not only for equipment and network recovery, but also detailed disaster recovery plans that precisely outline what steps each person involved in recovery efforts should undertake, an organization can improve their recovery time and minimize the disrupted time for their normal business functions. Thus it is essential that disaster recovery plans are carefully laid

3421). A theory of organizational resilience will provide enhanced understanding into how resilient organizations rebound from disruptions, such as terrorism, and outperform less pliable organizations (Vogus & Sutcliffe, 2007; Jain & Grosse, 2009).

Resilience is a broad construct which spans across a broad and diverse range of disciplines. In engineering resilience of a system refers to a set of behaviours and strategies allowing for the creation of proactive defences against disturbance and interruption that threatens the systems integrity (Palazzi et al.,2014). Business on the other hand refer to resilience as an organisation’s capacity to anticipate and react to change, not only to survive, but also to evolve (Newnham and Crash, 2015). In sport Solomon and Becker created a four-step process which athletes can use to deal with performance errors called “ARSE” – meaning A= Acknowledge – the error and frustration it cause R= Review – play and determine