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Resilience Culturein Organizations

20th November 2015

CEUB Bertinoro

Josè Luis Alonso

European CommissionEducation, Audiovisual and

Culture Executive Agency (EACEA)

Agenda Culture of Resilience and cultural

changes The desire of organizations Resilient organizations Why implement a Resilient

Culture in Organizations Management system to support

resilience Needs of Resilience Culture

Organization Becoming a resilient person

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Elements that create and condition a culture

Results: Resilience as a result of the behavior of the population or individuals

Behaviours: ways of acting Attitudes: predisposition to behave in a way, to act

somehow Values: Quality which some realities possess, considered

real, so they are estimable. Values have polarity as positive or negative, and hierarchy as they are higher or lower.

Beliefs: Firm assent and conformity to something. Full credit given to an event or news as safe or certain.

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Culture of Resilience

Personal changes and cultural changes

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Beliefs

Values

Attitudes

Behaviours

Results

Experiences -Awareness

Dialog & Imposition

Committment & Example

Dialog & Reflection

Argumentation

EffectsCauses

Change with

Lenght of ChangeLong Short

Depth of ChangeHigh Low

Caracteristics: Non-Resilient or Resilient Culture

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Cultural Element No Resilient Resilient

Beliefs (examples) God will provide;Fatalism

Pray to God, but work;Self-confidence

Values Somebody will sabe us; Prevention futility

Future is uncertain; Prevention need

Attitudes (motivations)

React to changes; Short-term vision

Anticipate changes; Long-term visión

Behaviours No preparation for the futureEg: Haití

Preparation for the futureEg: Japón

Objectives Survive the crisis Thrive after the crisis

Results are the consequence of our behaviours---------------

Originally, behaviours come from beliefs

1. Survive Changes

2. Thrive in, with, through and after changes

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Individuals Groups Peoples Organizations Countries

Darwin: Not the strongest species survive, but those that best suit

Principio: everything changes but this principle

Objetivo: Keep evolving – overcome changes – IBM case

The desire of organizations

Resilient organization

It is one that has the ability to:

Plan for leadership

Prevent changes

Adapt to changes through:– Anticipation– Protection (members, continuity of operations…)– Answer’s capacity– Recovery capacity

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Identifying a resilient organization

Resilient organizations: Have success Are longlasting Keep size or grow Enjoy of a good mark and

reputation Look forward to anticípate (wherever possible) Learn permanently Anticipate or lead changes Navigate on change They are safe places for their members

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Organization’s Orientation

All decisions, at all levels, are: Customer oriented LEAN Oriented (values appreciated by customers)

– Oriented to quality– Oriented to costs– Oriented to timely deliveries– Oriented to flexibility with customers

Focus on Resilience (prevention)(Prevention for today’s and future Security)

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Why implement a resilience culture in organizations - I

VUCA environment: volatile, uncertain, complex and ambiguous

From Organization’s perspective– Assure Continuity of Operations even in case of disaster– Being resilients with an affordable cost.

Related to Management– To have shared visión and values by all members in the

organization– Helps to focus all the organization efforts towards strategic

objectives– Facilitates the implementation of a LEAN culture – (TOYOTA)

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Why implement a resilience culture in organizations - II Workers perspective

– Keep work positions– Assure health and safety at workplace– Orientate decisions, choice of courses of action to follow– Maximize the amount of effort to be appplied in assigned tasks – Maximize the time persevered against obstacles and failures– Enhance resistance to adversity– Generate thoughts of self-help, not self-annoyance– Balance stress level– Reduce depression experienced by having to face environmental

challenges

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Management System to Support Resilience

Risk management Continuity of operations Disaster recovery Information security Physical safety Health and safety Emergencies management Human resources Finance Communications managemen

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Managing crises and emergencies Nobody knows when and where crises and emergencies

will happen Duplicating all the resources is unaffordable Must be prepared:

– Crisis committee to be called as needed: one primary and one alternate

– An inventory of resources to be mobilized in case of crisis– Fluid and tested communication scheme (redundant network)– Everybody trained in accordance with their role in case of crisis– Operating procedures updated, published and wellknown– Staff with " Resilience Culture“– Objective: Health and Safety and Continuity of operations

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Communications Before change/disaster

– For prevention, training, preparedness, etc. – Generation of shared belief system for resilience

During the change– By levels of involvement and responsibility in the management

and recovery of the situation– Security committee, among them and with Management– Communication System recovered/opened the soonest

posssible

After the change– Same as during the change until recovering new normal

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Needs of a RCO

Need DefinitionRedundancy Reservations, duplicate resourcesReliability Able to function under stressAnticipation Look forward to horizon for anticipationPreparedness Prevention plans are defined,

communicated and well knownFlexibility Disdtributed skills and experienceAdaptability use change to promote new developmentsLearning capacity and desire

Learn from mistakes and failures

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Skills that provide resilience to the Organization

SkillsAbility to evaluate risks and threatsAbility to plan and prepare for the disruption, so protecting its operationAbility to adapt to disruption or respond to it, thus preventing the spread of their impactsAbility to recover to normal functioning and ensure continuity of operations

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Disciplines that support resilience of the Organization

DisciplinesContinuity of operations managementCrises management and Communication Risk managementSecurity and safety managementInformation protection and safetyHealth & safety and environment management

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Becoming a resilient person – supporting role of the coach

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Self awareness

Desired reprogramming

• Help identify what beliefs determine not resilient behaviors

• Help identify new beliefs that generate resilient behaviors

• Programming, in this order:

• Values• Attitudes• Behaviours

Result:RESILIENCE

Beliefs

Values

Attitudes

Behaviours

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¡Thank you for your participation!

José Luis Alonso González

jlalonso@metaforum.es

+34 607.670.125