Page 135 - Creating Spiritual and Psychological Resilience

104 Creating Spiritual and Psychological Resilence

needs postdisaster. All individuals and groups share a desire to work
toward sustaining the organization. Finding common ground and build-
ing upon the strengths that all points of view offer toward a shared desired
outcome is critical during extraordinary times.
While this was a reflective piece, and lessons learned might not be
generalized to other situations, perhaps the insights offered can still
guide those who may find themselves in that special place, when a choice
to assist is a personal nonnegotiable. At the individual level within an
organizational system, understand that at times of extreme duress there
will be those who will be more capable to assist, regardless of position
within the hierarchy. At the organizational level, transformation is more
achievable as there is less incentive to hold on to the past. Tap into the
capacity of the appropriate individuals within an environment that is
positioned for large-scale change. This was the post-Katrina organiza-
tional silver lining.

References

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tured chaos. Boston: Harvard Business School Press.
Daniels, R. (2007). Strategy development at Delgado Community College: The use
of physical and virtual space and place—Post-Katrina New Orleans. Santa
Barbara, CA: Fielding Graduate University.
Miller, D. (1984). Organizations: A quantum view. Upper Saddle River, NJ: Prentice
Hall College Division.
Mintzberg, H. (1994). The rise and fall of strategic planning: New York: The Free Press.
Quinn, J. B. (1980). Strategies for change: Logical incrementalism. Homewood,
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Stacy, R. (2001). Complex responsive process: Learning and knowledge creation
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