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Developing Resilient Organizations

Book Description

Much of the fear and uncertainty surrounding the global recession is concerned with the adverse impact it will have on organisations and society. However, recessions are nothing new. We know from past experience that when a recession is over, there always emerge organisations and individuals who have not only survived but have thrived. They often emerge stronger, fitter and better performing. Developing Resilient Organizations argues that one of the fundamental keys to survival in these circumstances is resilience or mental toughness. It can make challenge and change an opportunity rather than a threat. The book addresses a wide variety of organizational issues including motivation, performance, staff retention, behaviour, trust, attention span and teamwork. With case studies from leading organizations across the public and private sector internationally, it will show you how to develop organizational performance, well being and a positive approach to adversity and change in your organization.

Table of Contents

  1. About the authors
  2. Acknowledgements
  3. Introduction
  4. PART ONE Change in the 21st century
  5. 01  A general overview
  6. Doug Strycharczyk
  7. In the beginning…
  8. So what is this book about?
  9. A word about the authors and editors
  10. References
  11. 02  The new factors
  12. Doug Strycharczyk
  13. The employee relationship
  14. What is the nature of change?
  15. New generations, new attitudes
  16. Employability – what this means
  17. References
  18. 03  Mental toughness
  19. Professor Peter Clough, Dr Fiona Earle, Dr Keith Earle, Dr John Perry and Doug Strycharczyk
  20. What is mental toughness?
  21. What is the 4 Cs model of mental toughness?
  22. Measuring mental toughness
  23. Can mental toughness be integrated with the core models prevalent in occupational and in sport psychology?
  24. Can we develop a mentally-tough organization?
  25. Some final thoughts
  26. An important point
  27. So… what about the future?
  28. References
  29. 04  Trust-based leadership and resilient organizations in the 21st century
  30. Charles Elvin
  31. Surviving the unexpected
  32. Two categories of trust relevant to organizational resilience
  33. Suggestions on developing trust
  34. Final comments
  35. Measuring trust – the Institute of Leadership and Management Index of Leadership Trust
  36. References
  37. 05  Leadership, resilience and the 21st-century organization
  38. Professor Sharon Turnbull and Rob Noble
  39. What is changing in the 21st century and why?
  40. So how can such multi-dimensional leadership be developed for these 21st-century challenges?
  41. What kind of leadership might be needed for the 21st century?
  42. New forms of leadership require new forms of leadership development
  43. What does existing research tell us about leadership development for resilient organizations?
  44. What are the essential elements of effective leadership development for resilient 21st-century organizations?
  45. Conclusions
  46. References
  47. PART TWO Practitioner perspectives
  48. 06  Leadership and the BP grit in the oyster – developing mental toughness
  49. Jo Shuttlewood and Rachel Billington
  50. What was the idea?
  51. What happened?
  52. It’s not what you do, it’s the way that you do it
  53. Yes, but what do you do?
  54. What changed?
  55. So how can developing mental toughness help organizations grow outstanding leaders – particularly those suited to the challenges of the future?
  56. What questions are we left with?
  57. How do we humanize leadership development?
  58. What do we need to do in order to help people fulfil their leadership potential?
  59. How do we encourage organizations to grow?
  60. What are the challenges for organizations as they seek to grow into the future?
  61. Then how do we develop structures and practices that genuinely reflect the human culture we believe we want?
  62. References
  63. 07  Changing times for the public sector
  64. Zoe Sweet and Jo Carruthers
  65. Leadership
  66. The changing role of the public sector in the 21st century
  67. PSMW/Academi Wales
  68. How does Wales now build the leaders of the future?
  69. Meeting the challenge
  70. Managing Change Successfully
  71. Conclusion
  72. Looking ahead
  73. References
  74. 08  New realities: Personal growth for an uncertain future
  75. Sue Pinder, Raymond Robertson and Craig Thomson
  76. Learning for life at the top
  77. Extending and reshaping the essence
  78. The harsh realities of the 21st century – a changed and changing world
  79. This time it’s personal
  80. Learning for a world of new realities
  81. References
  82. 09  Ethics, ethical practice and their growing importance in developing sustainably performing organizations in the 21st century
  83. Richard Cresswell and Murray Clark
  84. Introduction
  85. Theme 1: Ethics and ethical behaviour
  86. Theme 2: Key ethical theories
  87. Theme 3: Business challenges and leadership behaviour
  88. Theme 4: Ethics, resilience and sustainability
  89. Conclusions
  90. References
  91. 10  Big data, big business
  92. Andrew Cuthbert
  93. Big data and the fifth ‘V’
  94. From insight to influence: Steve Jobs v Silicon Valley
  95. The economics of data: An example and a comparison
  96. Social networks, social change
  97. Creating a new God?
  98. The user profile: Unlocking economic potential
  99. Making the connections: Analyst as consumer
  100. Finally: Hunting the new Yukon
  101. References
  102. Conclusions
  103. Doug Strycharczyk and Charles Elvin
  104. Index