Business Resilience Adaptive Capacity Indicators Presentation (BRIT Part 9/22)
Based on prior organizational resilience research, three overarching categories emerged:
- Leadership & Culture
- Change Ready
On the following slides, each category is presented along with the underlying resilience indicators which make up that category.
* Resilient Organisations is a trans-disciplinary public good science research organization based at the University of Canterbury.
Adaptive Capacity Indicators
Leadership: Strong crisis leadership to provide good management and decision making during times of crisis, as well as continuous evaluation of strategies and work programs against organizational goals.
Staff Engagement: The engagement and involvement of staff who understand the link between their own work, the organization’s resilience, and its long term success. Staff are empowered and use their skills to solve problems.
Situation Awareness: Staff are encouraged to be vigilant about the organization, its performance and potential problems. Staff are rewarded for sharing good and bad news about the organization including early warning signals and these are quickly reported to organizational leaders.
Decision Making: Staff have the appropriate authority to make decisions related to their work and authority is clearly delegated to enable a crisis response. Highly skilled staff are involved, or are able to make, decisions where their specific knowledge adds significant value, or where their involvement will aid implementation.
Innovation and Creativity: Staff are encouraged and rewarded for using their knowledge in novel ways to solve new and existing problems, and for utilising innovative and creative approaches to developing solutions.
Effective Partnerships: An understanding of the relationships and resources the organization might need to access from other organizations during a crisis, and planning and management to ensure this access.
Leveraging Knowledge: Critical information is stored in a number of formats and locations and staff have access to expert opinions when needed. Roles are shared and staff are trained so that someone will always be able to fill key roles.
Breaking Silos: Minimization of divisive social, cultural and behavioural barriers, which are most often manifested as communication barriers creating disjointed, disconnected and detrimental ways of working.
Internal Resources: The management and mobilisation of the organization’s resources to ensure its ability to operate during business as usual, as well as being able to provide the extra capacity required during a crisis.