DIMENSIONS OF RESILIENCESteve DeAngelis,
founder of Enterra Solutions
was kind enough to comment
on my recent post
over at his Enterprise Resilience Management Blog
:"This is an important discussion. While we're grateful for Mark's positive comments about Development in a Box, we are even more grateful that we can join a conversation about the ways in which the Enterprise Resilience Management framework interacts with and transforms organizational culture. Enterprise Resilience Management is not just a technology solution -- though it has a significant technology component. And it is not just a management methodology, though it starts with a comprehensive assessment of critical assets and the processes and best practices that support them. Rather, the framework combines best practices and technology to create an entirely new organizational architecture. Methodology and technology, working together, break down the barriers between organizational silos and create new systems -- both cultural and technological -- for whole-organization response.
The resilience of an organization depends only in part on its willingness to adopt new technologies. Resilience also depends on the ability of people -- leaders, line managers and staff -- to create a resilient culture."
Very true. An important point which leads me to explain why I consider "Resilience
" to be a meta-principle
governing an emerging world where the governing paradigm will be a complex system
of systems. Evidence of resilience as a phenomena is manifested across both an enormous scale of magnitude and in multiple domains, including:
1. Complexity Theory
2. Network Theory
3. Ecological-Environmental-Economic systems
4. Social Networks
5. Security Policy and Counterterrorism
6. Human Psychology
( see NYT here
There are probably infinite possibilities here.
I would expect that any in any adaptive complex system , regardless of the field in which it is traditionally categorized, evidence of resilient characteristics will be readily discoverable ( at least until you reach quantum or cosmological extremes of scale, there I'd have to hedge my hypothesis and let more qualified people
speak to that). I would further suggest, more to Steve's point in his post, that overlapping levels of resilience
will be highly beneficial.
An organization with a resilient culture will help its employees or members become more resilient themselves by providing a shared "cognitive template" or schema
that encourages the practice of resilient behaviors, which with time, may become internalized. Conversely, psychological resiliency among key personnel - the leaders and "hubs" of the organization's social network - are indispensible in building a coherent organization from the ground up or weathering a severe crisis. Resilient leadership operating in a resilient organizational culture are apt to be synergistically reinforcing and, therefore, likelier to pass on the institution and its mores to successive generations.
How many generations ? If you think of corporations, states and organized religions in terms of their formal structures, the timeline now runs into centuries. In a few cases, thousands of years.
what I call being resilient.