Organisational Report

from multiple perspectives and diversity. Embrace multiple viewpoints and listen to diverse voices.

Insight Interpret and respond to your present conditions.

Bring people together to pause, step back and see the big picture, helping them consider the interactions between the various parts of the organization. Examine knock‑on effects and shift your focus between individual parts of the organization and the organization as a whole. Try to bring clarity and focus to the challenges you confront and frame them in ways that helps people create shared understanding and shared commitment. Look for patterns and connections in your environment and develop multiple hypotheses about what is really going on. This involves systematically gathering information and evidence from diverse sources including first hand observation of customers in the field or frontline staff to continually refine and update your understanding of the status of ongoing operations and the environment you face. In short, build situational awareness. Search relentlessly for latent problems and errors. Encourage people to report anomalies, mistakes and concerns, however minor, without fear of retribution, and provide confidence that people’s concerns will be addressed. Avoid becoming detached from what users and frontline employees do, say, think and feel. Spend time observing, engaging and empathizing with people to understand their experiences and motivations, as well as immersing yourself in the physical environment to have a deeper personal understanding of the issues involved. Some of the most powerful realizations come from noticing disconnects between what someone says and what they do. Elicit stories from the people you talk to, and always ask “Why?” to uncover deeper meaning. Sometimes it is important to reframe or disrupt conventional thinking about solutions by challenging the commonly accepted understanding of the underlying problem. Enable people to explore the contradictory aspects of a problem and encourage novel solutions, which might shift people’s mindsets from seeing only ‘either/or’ choices to seeing ‘both/and’ solutions. Put in place a robust process for identifying, prioritizing, sourcing, managing and monitoring the organization’s critical risks and ensure that process is continually improved as the business environment changes. Balance performance and compliance by ensuring that management’s actions are consistent with corporate strategy, reflect the culture of the business, and are in line with the organization’s risk profile. Understand the risks inherent in your business model, including the key assumptions underlying the continued viability of the mission, and agree with executive management on the company’s risk appetite and tolerance of failure. Recognize your organization’s fallibility and monitor how closely the system is operating relative to its performance limits, and manage any deviations as quickly as possible once they emerge. To achieve this, the organization must monitor its own performance and track how things are going. Because performance is always easier Oversight Monitor and review what has happened and assess changes.

Spend time observing, engaging and empathizing with people to understand their experiences and motivations

Organizational Resilience | BSI and Cranfield School of Management

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