Organisational resilience: navigating paradoxical tensions

Table of Contents Table of Contents: 1. Towards a paradox mindset In pursuit of reliable performance Reliable performance through mindful organising Exploring paradoxes The high reliability professional as a paradox navigator Navigating paradoxes References 2. Clarifying Aims, Objectives or Outcomes; Engaging with Stakeholders The challenge Centripetal wisdom Centrifugal wisdom Clarifying and Engaging - Revisiting the development of the Bell-Boeing V-22 Osprey Towards a paradox mindset References 3. Heeding Warnings or Risks The challenge Centripetal wisdom Centrifugal wisdom Heeding - Revisiting the demise of Kodak Towards a paradox mindset References 4. Simplifying Problems, Solutions or Responses The challenge Centripetal wisdom Centrifugal wisdom Simplifying - Revisiting the Space Shuttle Columbia disaster Towards a paradox mindset References 5. Following Procedures, Processes or Policies The challenge Centripetal wisdom Centrifugal wisdom Following - Revisiting the Chernobyl disaster Towards a paradox mindset References 6. Influencing Responses, Actions or Solutions The challenge Centripetal wisdom Centrifugal wisdom Influencing - Revisiting the Airbus A380 development Towards a paradox mindset References 7. Aligning Responses The challenge Centripetal wisdom Centrifugal wisdom Aligning - Revisiting the Volkswagen emission scandal Towards a paradox mindset References 8. Communicating with Others The challenge Centripetal wisdom Centrifugal wisdom Communicating - Revisiting the Bhopal gas tragedy Towards a paradox mindset References 9. Deferring to Others The challenge Centripetal wisdom Centrifugal wisdom Deferring - Revisiting the Black Death Towards a paradox mindset References 10. Accessing Resources The challenge Centripetal wisdom Centrifugal wisdom Accessing - Revisiting the Afghanistan war Towards a paradox mindset References 11. Mindful organising through paradoxical thinking Navigating the roads to resilience The lure of Just-this-way and Just-for-now leadership The need for Just-in-case and Just-in-time leadership Just-in-time reconstruction of managing near-misses and accidents Establishing a culture of mindful, paradoxical organising We, as high reliability professionals

This book provides a guide to navigating the paradoxical tensions of organisational resilience and presents a framework to aid individuals and businesses to become more open-minded, flexible, and mindful in managing the unexpected. The book offers the reader pragmatic and insightful means to achieve a 'state' of organisational resilience, making use of current research data that shows how managers anticipate and respond to actual and near-miss incidents. Grounded in the day-to-day reality of managers, the goal of this book is to offer a unique theoretical framework as a platform for practical application for the improvement of organisational outcomes. It provides insights into ten key capabilities that enable the reader to set up a successful program of organisational resilience, taking a cross-cutting approach and focusing on implementation while having solid foundations in theory. This is an ideal book for advanced students and executive education courses in risk management, crisis management, and business continuity, as well as thoughtful practitioners.