This document outlines a research proposal to identify the essential concepts that contribute to organizational resilience. The proposal includes an introduction that discusses the background and research questions. It then reviews relevant literature on resilience at the individual, organizational, and capability levels. The proposed research method is a multi-phase Delphi study involving interviews with resilience experts and a survey of practitioners. The expected outcomes are a summary of the organizational resilience philosophy and framework that organizations can use to increase their resilience.
KP White Paper: A Framework Towards Authentic Constructivist Learning Through...Knowledge Platform
This paper focuses on learning that occurs in professional problem solving domains that require very high level of skill. In some sense, these domains are characterized by knowledge that is “operative” as the professionals are required to do work in real settings. This paper presents a framework that serves as the foundation for conceptualizing the development of authentic constructivist environments in such domains.
To know more about E-Learning, visit http://www.knowledgeplatform.com/
An evolution of corporate software support systemsAlexander Decker
1. The document discusses various types of software support systems used for decision making, including corporate portals, decision support systems, group decision support systems, web-based decision support systems, and adaptive decision support systems.
2. It also examines factors that influence the adoption of these systems, drawing from the technology acceptance model, which identifies perceived usefulness and ease of use as key determinants of whether users will adopt new technologies.
3. The document provides an overview of the evolution of these support systems and how knowledge management concepts can help organizations make more effective strategic decisions using information from internal and external sources.
The document discusses building self-confidence at work. It states that self-confidence is important for success and inspires confidence in others. While many people lack self-confidence, the document emphasizes that self-confidence can be learned and developed over time through increasing self-efficacy, focusing on strengths and accomplishments, and setting achievable goals. The key steps outlined include preparing by managing one's mindset, setting small initial goals, and gradually stretching oneself by taking on bigger challenges.
This document discusses ways to build self-esteem and confidence. It suggests that high self-esteem leads to self-confidence, personal effectiveness, and employability. Some tips for improving self-esteem include reversing negative thoughts, gaining self-awareness through reflection, setting clear goals, and using positive thinking. Practical tips for building confidence include accepting compliments gracefully, asking for help, finding a mentor, stepping outside one's comfort zone, and recognizing that mistakes are opportunities to learn. Presenting a positive image through dress, body language, language, and punctuality can also boost confidence.
This document provides an overview of implementation science and introduces a conceptual framework for guiding the assessment and improvement of implementation processes. It engages participants in applying this framework to analyze factors that will influence health worker counseling and mother feeding practices related to the WHO guidelines on infant feeding in the context of HIV, assuming breastfeeding with ARVs is the national policy.
Peter Oeij - Innovation Resilience Behaviour in team work (3-2017)Peter Oeij
Applying resilience and mindfulness from HIgh Reliability Organisations to the domain on innovation management & teams: purpose is to reduce the failure of innovation projects.
Operationalizing Safety II Using Participatory Action ResearchSpringboard Labs
How do you make a breakthrough in chronic workplace injuries across the silviculture sector in British Columbia? This presentation presents the results of a participatory action research conducted in 2102 that used a resilient systems approach to discover the system of factors affecting worker injuries for Worksafe British Columbia.
This document discusses the concept of corporate resilience and how it can be achieved. It defines resilience from engineering, psychological, ecological, and organizational perspectives. Corporate resilience is described as an organization's ability to adapt quickly when facing disruptive events through adaptive, proactive, and reactive strategies. The document outlines three dimensions that contribute to organizational resilience: management processes, organizational attributes, and leadership and culture. It argues that resilience is achieved through an integrated approach involving risk management, business continuity planning, security, and other functions working together from both a top-down leadership model and bottom-up employee engagement. Standards and frameworks that can assist in building resilience are also reviewed.
KP White Paper: A Framework Towards Authentic Constructivist Learning Through...Knowledge Platform
This paper focuses on learning that occurs in professional problem solving domains that require very high level of skill. In some sense, these domains are characterized by knowledge that is “operative” as the professionals are required to do work in real settings. This paper presents a framework that serves as the foundation for conceptualizing the development of authentic constructivist environments in such domains.
To know more about E-Learning, visit http://www.knowledgeplatform.com/
An evolution of corporate software support systemsAlexander Decker
1. The document discusses various types of software support systems used for decision making, including corporate portals, decision support systems, group decision support systems, web-based decision support systems, and adaptive decision support systems.
2. It also examines factors that influence the adoption of these systems, drawing from the technology acceptance model, which identifies perceived usefulness and ease of use as key determinants of whether users will adopt new technologies.
3. The document provides an overview of the evolution of these support systems and how knowledge management concepts can help organizations make more effective strategic decisions using information from internal and external sources.
The document discusses building self-confidence at work. It states that self-confidence is important for success and inspires confidence in others. While many people lack self-confidence, the document emphasizes that self-confidence can be learned and developed over time through increasing self-efficacy, focusing on strengths and accomplishments, and setting achievable goals. The key steps outlined include preparing by managing one's mindset, setting small initial goals, and gradually stretching oneself by taking on bigger challenges.
This document discusses ways to build self-esteem and confidence. It suggests that high self-esteem leads to self-confidence, personal effectiveness, and employability. Some tips for improving self-esteem include reversing negative thoughts, gaining self-awareness through reflection, setting clear goals, and using positive thinking. Practical tips for building confidence include accepting compliments gracefully, asking for help, finding a mentor, stepping outside one's comfort zone, and recognizing that mistakes are opportunities to learn. Presenting a positive image through dress, body language, language, and punctuality can also boost confidence.
This document provides an overview of implementation science and introduces a conceptual framework for guiding the assessment and improvement of implementation processes. It engages participants in applying this framework to analyze factors that will influence health worker counseling and mother feeding practices related to the WHO guidelines on infant feeding in the context of HIV, assuming breastfeeding with ARVs is the national policy.
Peter Oeij - Innovation Resilience Behaviour in team work (3-2017)Peter Oeij
Applying resilience and mindfulness from HIgh Reliability Organisations to the domain on innovation management & teams: purpose is to reduce the failure of innovation projects.
Operationalizing Safety II Using Participatory Action ResearchSpringboard Labs
How do you make a breakthrough in chronic workplace injuries across the silviculture sector in British Columbia? This presentation presents the results of a participatory action research conducted in 2102 that used a resilient systems approach to discover the system of factors affecting worker injuries for Worksafe British Columbia.
This document discusses the concept of corporate resilience and how it can be achieved. It defines resilience from engineering, psychological, ecological, and organizational perspectives. Corporate resilience is described as an organization's ability to adapt quickly when facing disruptive events through adaptive, proactive, and reactive strategies. The document outlines three dimensions that contribute to organizational resilience: management processes, organizational attributes, and leadership and culture. It argues that resilience is achieved through an integrated approach involving risk management, business continuity planning, security, and other functions working together from both a top-down leadership model and bottom-up employee engagement. Standards and frameworks that can assist in building resilience are also reviewed.
The document discusses definitions of cyber resilience from academic and industry sources. It finds that while definitions generally refer to withstanding and recovering from cyber threats, they differ in how they define the threats, who or what is resilient, and the core components of resilience. The document also analyzes the origins and practice of cyber resilience, finding it aims to manage inherent insecurity but responsibilities are unclear. It concludes that more research is needed on organizing for resilience across organizations and boundaries.
Operationalizing Safety II - Resilience Learning Network - January 10, 2013Springboard Labs
The document summarizes a study conducted using participatory action research to understand factors influencing musculoskeletal injury (MSI) rates among tree planters in British Columbia's silviculture sector. Interviews with 13 industry stakeholders identified a system of interconnected individual, organizational, and industry-level factors. At the individual level, beliefs like independence and competitiveness were reported to influence behaviors. Organizationally, companies varied in their safety cultures from progressive to exploitative. Across the industry, piece-rate compensation and assumptions around training needs were reported to affect MSI rates. The study aims to identify leverage points to design interventions promoting a more resilient safety system.
The document discusses the managerial value of business research. It defines research and different types including basic and applied business research. Business research is important as it facilitates identifying issues, gathering relevant information, and analyzing data to help decision-making. Research reduces uncertainty and improves decision-making by providing information to identify problems, diagnose issues, select and implement solutions, and evaluate actions. The quality of decisions depends on the quality of research information.
Panel Session at Learning Analytics and Knowledge Conference 2013mylesdanson
This document summarizes recent trends in learning analytics (LA) and opportunities for the future. It discusses how in the early years LA lacked evidence for business cases, clear terminology and roles. However, it is now an opportunity for early adopters through collaboration and problem solving. Going forward, the challenges are coordinating an innovation cycle and embedding LA. Success will depend on clearly identifying benefits, co-designing with stakeholders, developing business cases, and addressing readiness at both the organizational and individual level while continuing grassroots innovation.
Palmieri, P. A., & Peterson, L. T. (2009). Safety culture as a healthcare construct. Presented at the Annual Meeting of the Academy of Management (August 9): Chicago, Illinois, USA. Nominated for Best Paper Award, Healthcare Management Division.
- Implementation science aims to improve outcomes for communities by creating a bridge between research evidence and real-world settings. However, implementation efforts often overlook the important roles of trust, power dynamics, and psychological safety.
- Psychological safety and a culture of safety are crucial for implementation work, as they allow stakeholders to take risks, learn from failures, and engage in collaborative learning. Assessing and building these factors should be a key part of implementation practice.
- A case example from child welfare showed high levels of stress, burnout, and safety issues among staff, highlighting the need to attend to organizational climate and power differentials to support implementation efforts. Focusing on "mental models" and transformational change requires addressing issues below
Medical and emergency response teams are required to quickly comprehend a complex array of factors including time, information for situational awareness, coordination of team/individual actions, as well as manage physiological stress, any of which can impair performance in high stakes situations.
Serious medical errors are more likely to occur, particularly at points of transitions between teams and team members
Simulations viewed as a strategy to support team-learning without harming patients
Simulations offer participants an opportunity to both practice and reflect together
Learning in team-based simulations is constrained to post-simulation reflection, thus limiting a more comprehensive understanding of team-performance and learning
The document discusses the convergence of physical and logical security infrastructure. It notes that as physical security systems like access control become network-enabled, they can be vulnerable to hacking and compromise the entire organization. The document outlines a solution of building cross-training between physical and IT security teams to increase awareness and complete small collaborative projects. Key lessons discuss managing expectations, having central change management, balancing both security teams, and integrating process models for collaboration. The document emphasizes that knowledge sharing between teams is important for effective security.
ThinkGRC BCI World 2016 Presentation Benchmarking Organizational ResilienceThinkGRC
This document summarizes a research study comparing organizational resilience in New Jersey and Auckland, New Zealand. The study found that organizations in New Jersey scored slightly higher in overall resilience than those in New Zealand. Both areas scored equally well in adaptive capacity and planning. The study identified several factors that positively and negatively influence organizational resilience, such as staff engagement and a silo mentality. The results provide insights on how organizations can measure and enhance their resilience through business continuity management actions and practices.
This document outlines the key elements of process safety leadership. It discusses process safety management and how it differs from personal safety. It emphasizes the importance of process safety leadership, organizational learning, management of change, worker engagement, and competence. Effective process safety requires commitment from all levels of leadership to ensure proper resources, oversight, investigation of incidents to promote continuous learning, and management of risks associated with changes.
Health Informatics – Application of Clinical Risk Management to the Manufacture and Deployment of Health Software. Thick M. eHealth week 2010 (Barcelona: CCIB Convention Centre; 2010)
Let's Talk Research 2015 -Juliet Goldbart - Introduction To Qualitative Metho...NHSNWRD
Introduction To Qualitative Methods: Different Approaches For Different Contexts
Jois Stansfield, Maxine Holt, Nigel Cox, Suzanne Gough, Juliet Goldbart, MMU
The document discusses topics related to knowledge, complex systems, decisions under uncertainty, and risks. It covers how to understand and manage unpredictable change, knowledge production in chaotic systems, and tools for analyzing complex problems. The goal is to facilitate decision making on complex issues and discuss perspectives on uncertainty and risk that may be unfamiliar to non-scientists and decision makers.
Peter Oeij - Resilient behaviour in innovation teams for better project resultsPeter Oeij
Presentation at: Resilience and Innovation - special session at the 2017 PDMA Research Forum [Product Development and Management Association], Chicago, 11-12 November 2017
Knowledge management and learning organizationRajan Neupane
Knowledge management and learning organizations were discussed. Knowledge was defined as representing reality based on adequate grounds. Knowledge management focuses on people who create and use knowledge, and the processes and technologies for knowledge creation, storage, and access. A learning organization is one where people continually expand their capacity to achieve desired results through shared visions and mental models, team learning, and personal mastery. Key benefits of knowledge management and learning organizations include competitive advantage through innovation and avoiding reinventing solutions.
Different Perspective On Organizational CommunicationSol Erwin Diaz
The document discusses different perspectives on organizational communication including the systems perspective. It provides an overview of key aspects of systems theory as applied to organizations, including that a system is made up of interdependent parts, organizations exist within environments they interact with, and goals and processes involve feedback. It compares scientific management and systems theories, noting systems theory focuses more on complexity and relationships between components rather than efficiency.
The role of systems analysis in co-learning. Walter RossingJoanna Hicks
Systems analysis can play different roles in addressing problems depending on the type of problem and level of agreement. Co-learning through boundary work between science and decision-making can help address "messy" problems with many stakeholders. Effective strategies for co-learning include meaningful participation in setting the research agenda, arrangements for accountability, and producing boundary objects that can be understood from different perspectives. Challenges for systems science include meeting requirements for credible, salient and legitimate knowledge while accommodating multiple disciplines and stakeholders.
Dr. Ralph T. Soule is a retired U.S. Navy captain and nuclear engineer who is available to conduct workshops and presentations in Europe on topics related to high reliability organizing, safety culture, and developing behaviors to support organizational safety. He has extensive experience leading complex engineering projects for the U.S. Navy. Elvira Porrini of X-Challenge Consulting can assist in organizing workshops with Dr. Soule on topics such as accelerating expertise through case studies, conducting safety audits and assessments, and teaching safety walk techniques.
This was a fast pitch deck to IT faculty (mostly MNSCU) and industry attendees at the New Directions in IT Education conference (http://advanceitmn.org/newdirections/). The message was that Agile methods are here to stay, there is solid theory behind them, and if we want to keep Minnesota relevant we need new approaches to IT curriculum. An "Agile Study Group" has been established, starting as a monthly book club to review Agile's theoretical foundations relevant to pedagogy.
Poster
Davidson R, Denyer D, Pilbeam C (2014) Safety Leadership.
Exhibited at the Mindfulness At Work 2014 Conference #MAWC14
View a related video at http://somresearchinsights.com/2013/09/12/safety-leadership-in-service-organisations
The document discusses definitions of cyber resilience from academic and industry sources. It finds that while definitions generally refer to withstanding and recovering from cyber threats, they differ in how they define the threats, who or what is resilient, and the core components of resilience. The document also analyzes the origins and practice of cyber resilience, finding it aims to manage inherent insecurity but responsibilities are unclear. It concludes that more research is needed on organizing for resilience across organizations and boundaries.
Operationalizing Safety II - Resilience Learning Network - January 10, 2013Springboard Labs
The document summarizes a study conducted using participatory action research to understand factors influencing musculoskeletal injury (MSI) rates among tree planters in British Columbia's silviculture sector. Interviews with 13 industry stakeholders identified a system of interconnected individual, organizational, and industry-level factors. At the individual level, beliefs like independence and competitiveness were reported to influence behaviors. Organizationally, companies varied in their safety cultures from progressive to exploitative. Across the industry, piece-rate compensation and assumptions around training needs were reported to affect MSI rates. The study aims to identify leverage points to design interventions promoting a more resilient safety system.
The document discusses the managerial value of business research. It defines research and different types including basic and applied business research. Business research is important as it facilitates identifying issues, gathering relevant information, and analyzing data to help decision-making. Research reduces uncertainty and improves decision-making by providing information to identify problems, diagnose issues, select and implement solutions, and evaluate actions. The quality of decisions depends on the quality of research information.
Panel Session at Learning Analytics and Knowledge Conference 2013mylesdanson
This document summarizes recent trends in learning analytics (LA) and opportunities for the future. It discusses how in the early years LA lacked evidence for business cases, clear terminology and roles. However, it is now an opportunity for early adopters through collaboration and problem solving. Going forward, the challenges are coordinating an innovation cycle and embedding LA. Success will depend on clearly identifying benefits, co-designing with stakeholders, developing business cases, and addressing readiness at both the organizational and individual level while continuing grassroots innovation.
Palmieri, P. A., & Peterson, L. T. (2009). Safety culture as a healthcare construct. Presented at the Annual Meeting of the Academy of Management (August 9): Chicago, Illinois, USA. Nominated for Best Paper Award, Healthcare Management Division.
- Implementation science aims to improve outcomes for communities by creating a bridge between research evidence and real-world settings. However, implementation efforts often overlook the important roles of trust, power dynamics, and psychological safety.
- Psychological safety and a culture of safety are crucial for implementation work, as they allow stakeholders to take risks, learn from failures, and engage in collaborative learning. Assessing and building these factors should be a key part of implementation practice.
- A case example from child welfare showed high levels of stress, burnout, and safety issues among staff, highlighting the need to attend to organizational climate and power differentials to support implementation efforts. Focusing on "mental models" and transformational change requires addressing issues below
Medical and emergency response teams are required to quickly comprehend a complex array of factors including time, information for situational awareness, coordination of team/individual actions, as well as manage physiological stress, any of which can impair performance in high stakes situations.
Serious medical errors are more likely to occur, particularly at points of transitions between teams and team members
Simulations viewed as a strategy to support team-learning without harming patients
Simulations offer participants an opportunity to both practice and reflect together
Learning in team-based simulations is constrained to post-simulation reflection, thus limiting a more comprehensive understanding of team-performance and learning
The document discusses the convergence of physical and logical security infrastructure. It notes that as physical security systems like access control become network-enabled, they can be vulnerable to hacking and compromise the entire organization. The document outlines a solution of building cross-training between physical and IT security teams to increase awareness and complete small collaborative projects. Key lessons discuss managing expectations, having central change management, balancing both security teams, and integrating process models for collaboration. The document emphasizes that knowledge sharing between teams is important for effective security.
ThinkGRC BCI World 2016 Presentation Benchmarking Organizational ResilienceThinkGRC
This document summarizes a research study comparing organizational resilience in New Jersey and Auckland, New Zealand. The study found that organizations in New Jersey scored slightly higher in overall resilience than those in New Zealand. Both areas scored equally well in adaptive capacity and planning. The study identified several factors that positively and negatively influence organizational resilience, such as staff engagement and a silo mentality. The results provide insights on how organizations can measure and enhance their resilience through business continuity management actions and practices.
This document outlines the key elements of process safety leadership. It discusses process safety management and how it differs from personal safety. It emphasizes the importance of process safety leadership, organizational learning, management of change, worker engagement, and competence. Effective process safety requires commitment from all levels of leadership to ensure proper resources, oversight, investigation of incidents to promote continuous learning, and management of risks associated with changes.
Health Informatics – Application of Clinical Risk Management to the Manufacture and Deployment of Health Software. Thick M. eHealth week 2010 (Barcelona: CCIB Convention Centre; 2010)
Let's Talk Research 2015 -Juliet Goldbart - Introduction To Qualitative Metho...NHSNWRD
Introduction To Qualitative Methods: Different Approaches For Different Contexts
Jois Stansfield, Maxine Holt, Nigel Cox, Suzanne Gough, Juliet Goldbart, MMU
The document discusses topics related to knowledge, complex systems, decisions under uncertainty, and risks. It covers how to understand and manage unpredictable change, knowledge production in chaotic systems, and tools for analyzing complex problems. The goal is to facilitate decision making on complex issues and discuss perspectives on uncertainty and risk that may be unfamiliar to non-scientists and decision makers.
Peter Oeij - Resilient behaviour in innovation teams for better project resultsPeter Oeij
Presentation at: Resilience and Innovation - special session at the 2017 PDMA Research Forum [Product Development and Management Association], Chicago, 11-12 November 2017
Knowledge management and learning organizationRajan Neupane
Knowledge management and learning organizations were discussed. Knowledge was defined as representing reality based on adequate grounds. Knowledge management focuses on people who create and use knowledge, and the processes and technologies for knowledge creation, storage, and access. A learning organization is one where people continually expand their capacity to achieve desired results through shared visions and mental models, team learning, and personal mastery. Key benefits of knowledge management and learning organizations include competitive advantage through innovation and avoiding reinventing solutions.
Different Perspective On Organizational CommunicationSol Erwin Diaz
The document discusses different perspectives on organizational communication including the systems perspective. It provides an overview of key aspects of systems theory as applied to organizations, including that a system is made up of interdependent parts, organizations exist within environments they interact with, and goals and processes involve feedback. It compares scientific management and systems theories, noting systems theory focuses more on complexity and relationships between components rather than efficiency.
The role of systems analysis in co-learning. Walter RossingJoanna Hicks
Systems analysis can play different roles in addressing problems depending on the type of problem and level of agreement. Co-learning through boundary work between science and decision-making can help address "messy" problems with many stakeholders. Effective strategies for co-learning include meaningful participation in setting the research agenda, arrangements for accountability, and producing boundary objects that can be understood from different perspectives. Challenges for systems science include meeting requirements for credible, salient and legitimate knowledge while accommodating multiple disciplines and stakeholders.
Dr. Ralph T. Soule is a retired U.S. Navy captain and nuclear engineer who is available to conduct workshops and presentations in Europe on topics related to high reliability organizing, safety culture, and developing behaviors to support organizational safety. He has extensive experience leading complex engineering projects for the U.S. Navy. Elvira Porrini of X-Challenge Consulting can assist in organizing workshops with Dr. Soule on topics such as accelerating expertise through case studies, conducting safety audits and assessments, and teaching safety walk techniques.
This was a fast pitch deck to IT faculty (mostly MNSCU) and industry attendees at the New Directions in IT Education conference (http://advanceitmn.org/newdirections/). The message was that Agile methods are here to stay, there is solid theory behind them, and if we want to keep Minnesota relevant we need new approaches to IT curriculum. An "Agile Study Group" has been established, starting as a monthly book club to review Agile's theoretical foundations relevant to pedagogy.
Poster
Davidson R, Denyer D, Pilbeam C (2014) Safety Leadership.
Exhibited at the Mindfulness At Work 2014 Conference #MAWC14
View a related video at http://somresearchinsights.com/2013/09/12/safety-leadership-in-service-organisations
1. School of Computing
& Security Science
ORGANISATIONAL RESILIENCE:
UNDERSTANDING, AND IDENTIFYING THE ESSENTIAL
CONCEPTS.
Research Proposal Defence
Bruce Braes
Student No: 10169360
Degree: Masters Science (Security Science)
School Computer & Security Science
Principal Supervisor: Dr. David Brooks.
2. School of Computing
& Security Science
AGENDA
•Introduction
- Background, Research Questions, Contribution to
Knowledge
•Literature Review
- Resilience
- Individual Resilience
- Resilient Organisations
- Resilient Capability
-Standards
- Industry
•Underlying Theory
•Research Methods
- Study Design
- Phases One through Four
- Participants
- Limitations
3. School of Computing
& Security Science
Introduction
• Background To The Study
- The area of study is not clearly defined
- Involves all types of organisations not only
business but also government and not for
profit
- Currently a assortment of behaviours
rather than an ideology
4. School of Computing
& Security Science
Introduction
Research Questions
1. What are the essential concepts that contribute to making
an organisation resilient as identified by resilience
experts?
2. What are the essential concepts that contribute to making
an organisation resilient as identified by resilience
practitioners?
3. What are the essential concepts that comprise the
philosophy of Organisational Resilience?
5. School of Computing
& Security Science
Contribution to Knowledge
- The objective of this study is to extract and
articulate the essential concepts that must be
present to make an organisation either resilient or
more resilient.
- Little or no previous research can be found in this
area
6. School of Computing
& Security Science
Contribution to Knowledge
Benefits of The Research
• Organisational Resilience stands at a point where the practical
implementation poses a challenge, not only for
practitioners, but also for researchers.
• Developing the essential concepts will provide a meaningful
contribution to knowledge and deliver benefits to
practitioners.
7. School of Computing
& Security Science
Underlying Theory
• Cognitive Psychological Study into knowledge and development and
understanding of concepts
• Short term memory
• Long term memory
• Episodic memory
• Semantic memory
• Concepts
“are continuously contributing to our perceptions, learning, memory
and language”
(Borges, 1964)
• Concepts in the context of this study means
“a unit of knowledge made up of a number of elements which operate
as the characteristics of the concept”
8. School of Computing
& Security Science
Literature Review
Resilience
• The concept of resilience in academic terms has its origin in fields
psychology and child behaviour (Coutu, 2002; Reinmoeller & Van
Baardwijk, 2005).
• Resilience is a fundamental quality of individuals, groups,
organisations and systems as a whole to respond productively to
significant change that disrupts the expected pattern of events
without engaging in an extended period of regressive behaviour
(Horne III & Orr, 1998)
9. School of Computing
& Security Science
Literature Review
Individual Resilience
• Resilient people deal with traumatic events in life and display
hardiness, an ability to overcome difficulty and recover to continue
with their lives.
(Kobasa, 1982; Kobasa, Maddi, & Kahn, 1982; Westman, 1990)
• It is important to note that some people respond negatively to these
types of situations (for example, substance abuse or violence), while
others continue to lead healthy and dynamic lives.
10. School of Computing
& Security Science
Literature Review
Resilient Organisations
• “In terms of its organizational resilience and flexibility, its structure
and communications, al-Qaeda is like a successful, smart company”
(Hoffman, 2004)
• Organisational Resilience remains a theoretical concept and methods
for achieving improved resilience at both operational and strategic
levels within business still challenge both academics and
practitioners .
(Klein, Nicholls, & Thomalla, 2003).
• Traditionally, resilience has been viewed as those qualities that
enable an individual, community or organisation to cope with, adapt
to and recover from a disaster event
(Buckle, Mars, & Smile, 2000;Horne, 1997; Pelling & Uitto, 2001;
Riolli& Savicki, 2003).
11. School of Computing
& Security Science
Literature Review
Resilient Capability
• Resilience capacity is a multi-disciplinary quality that allows
an organisation to successfully withstand, respond to and
potentially capitalise on disrupting events.
(Hamel & Valikangas, 2003; Lengnick-Hall & Beck, 2005;
McGann, 2004).
• Provides an underpinning of insight, adaptability, and
robustness. Resilience capacity is embodied in organisational
routines and processes by which an organisation continually
prepares itself to act decisively and move forward, and
establishes a culture of diversity and adjustable integration
that empowers it to overcome the potentially incapacitating
consequences of a disruptive shock.
(Lengnick-Hall & Beck, 2005).
12. School of Computing
& Security Science
Literature Review
Standards
• AS/NZS ISO 31000 2009 Risk Management Standard
• AS/NZS ISO 9001 2008 Quality Management System
• AS 8001 2003Fraud & Corruption Control
• AS 8000 2003Good Governance Principles
• AS 3745 2002Emergency Control organisation and procedures for
buildings, structures and workplaces
• IS0 280000 2007 Security Management Systems for the supply chain
• AS/NZ 5050 2010 Business Continuity – Managing disruption related risk
• BS7799 Information Security Management
• BS311000 2008 Risk Management: Code of Practice
• BS25999-2 2007 Business Continuity management
• ASIS SPC. 1 2009 Security, Preparedness and Continuity Management Systems
13. School of Computing
& Security Science
Literature Review
Industry
• Traditional risk management systems and solutions are
insufficient to handle today’s expanded spectrum of market
and business risk. As the rate of change in the market
accelerates, companies require an adaptive risk management
approach that both responds to and anticipates business shifts
(Hollnagel, et al., 2005).
• Organisational Resilience marries risk management,
information reporting and governance processes with
strategic and business planning to create an organisation-
wide early warning capability that is embedded in the day
to day operations and culture of the organisation .
(Booz Allen Hamilton Inc & Weil Gotshal & Manges LLP, 2004).
14. School of Computing
& Security Science
Research Methods
Delphi Method is based on structural surveys and makes use of the
intuitive available information of the participants, who are mainly
experts.
Participants
The field Organisational Resilience is dominated by specialists in sub-
domains who have grasped the viewpoint and are moving forward
with it and developing into experts.
Experts
“highly skilled, competent in performance in one or more task
domains”
(Sternberg & Ben-Zeev)
15. School of Computing Research Methods
& Security Science
PHASE ONE Establishes baseline
data points
Standards Review
Reiteration
of Data
Responds to
PHASE TWO
Research Question 1
Structured Interviews with Experts
PHASE THREE Responds to
Survey of Practitioners Research Question 2
PHASE FOUR Responds to
Comparative Analysis of results Research Question 3
Phases Two and Three
16. School of Computing
& Security Science
Research Methods
• Limitations
•Organisational Resilience is a broad and wide-ranging
•It is heterogeneous and multi dimensional
•Establishing a statistically representative sample of the population is to some degree
not possible.
•Researcher intends to utilise convenience sampling which is a non-probability
sampling technique
• Further limitation may be semantics; different cohorts may have different
experiences; this may then create a vertically heterogeneous semantic net for certain
words or concepts in an otherwise homogeneous group.
17. School of Computing
& Security Science
Expected Outcomes
• Authoritive summarisation of the philosophy of
Organisational Resilience
• Detailed explanation of how organisations
benefit from Organisational Resilience
• A basic framework organisation could adopt to
increase resilience