Developing resilient organizations : how to create an adaptive, high performance and engaged organization / Doug Strycharczyk and Charles Elvin.

Machine generated contents note: Also available by Doug Strycharczyk -- About the authors -- Acknowledgements Introduction PART ONE Change in the 21st century -- 01 A general overview -- Doug Strycharczyk -- In the beginning... -- So what is this book about? -- A word about the authors and editors -- References02 The new factors -- Doug Strycharczy -- The employee relationship -- What is the nature of change? -- New generations, new attitudes -- Employability - what this means -- References03 Mental toughness -- Professor Peter Clough, Dr Fiona Earle, Dr Keith Earle, Dr John Perry and Doug Strycharczyk -- What is mental toughness? -- What is the 4 Cs model of mental toughness? -- Measuring mental toughness -- Can mental toughness be integrated with the core models prevalent in occupational and in sport psychology? -- Can we develop a mentally-tough organization? -- Some final thoughts -- An important point -- So... what about the future? -- References04 Trust-based leadership and resilient organizations in the 21st century -- Charles Elvin -- Surviving the unexpected -- Two categories of trust relevant to organizational resilience -- Suggestions on developing trust -- Final comments -- Measuring trust - the Institute of Leadership and Management -- Index of Leadership Trust -- References05 Leadership, resilience and the 21st-century organization -- Professor Sharon Turnbull and Rob Noble -- What is changing in the 21st century and why? -- So how can such multi-dimensional leadership be developed for these 21st-century challenges? -- What kind of leadership might be needed for the 21st century? -- New forms of leadership require new forms of leadership development -- What does existing research tells us about leadership development for resilient organizations? -- What are the essential elements of effective leadership development for resilient 21st-century organizations? -- Conclusions -- References -- PART TWO Practitioner perspectives -- 06 Leadership and the BP grit in the oyster - developing mental toughness -- Jo Shuttlewood and Rachel Billington -- What was the idea? -- What happened? -- It's not what you do, it's the way that you do it -- Yes, but what do you do? -- What changed? -- So how can developing mental toughness help organizations grow outstanding leaders - particularly those suited to the challenges of the future? -- What questions are we left with? -- How do we humanize leadership development? -- What do we need to do in order to help people fulfil their leadership potential? -- How do we encourage organizations to grow? -- What are the challenges for organizations as they seek to grow into the future? -- Then how do we develop structures and practices that genuinely reflect the human culture we believe we want? -- References07 Changing times for the public sector -- Zoe Sweet and Jo Carruthers -- Leadership -- The changing role of the public sector in the 21st century -- PSMW/Academi Wales -- How does Wales now build the leaders of the future? -- Meeting the challenge -- Managing change successfully -- Conclusion -- Looking ahead -- References08 New realities: personal growth for an uncertain future -- Sue Pinder, Raymond Robertson and Craig Thomson -- Learning for life at the top -- Extending and reshaping the essence -- The harsh realities of the 21st century - a changed and changing world -- This time it's personal -- Learning for a world of new realities -- References09 Ethics, ethical practice and their growing importance in developing sustainably-performing organizations in the 21st century -- Richard Cresswell and Murray Clark -- Introduction -- Theme 1: Ethics and ethical behaviour -- Theme 2: Key ethical theories -- Theme 3: Business challenges and leadership behaviour -- Theme 4: Ethics, resilience and sustainability -- Conclusions -- References10 Big data, big business -- Andrew Cuthbert -- Big data and the fifth 'V' -- From insight to influence: Steve Jobs v Silicon Valley -- The economics of data: An example and a comparison -- Social networks, social change -- Creating a new God? -- The user profile: Unlocking economic potential -- Making the connections: Analyst as consumer -- Finally: Hunting the new Yukon -- References -- Conclusions -- Doug Strycharczyk and Charles Elvin -- Index.

The book addresses a wide variety of organizational issues including motivation, performance, staff retention, behavior, trust, attention span and teamwork. With case studies from leading organizations across different industries internationally, it shows readers how to develop organizational performance, well-being and a positive approach to adversity and change in organizations.