Page 242 - The Resilient Organization

Conclusion 227

senses alert, strong powers of observation, poised composure, and lots of
life energy: that defines organizational vitality too.
Said a manager in a leading U.S. corporation in a quest for resilience:

Resilience is like a muscle—we will need to build it so that we have it
when the tiger is on our tail.

Therefore, it is necessary now to stop reading about resilience and start
rehearsing it. I propose the next step in our resilience journey is to observe
and record instances of resilience that are already, most likely, taking place
in your organization. Capture these instances and write them on a post-
card. Share this postcard with your colleagues. Send it to them and talk
about why the particular instance in organizational life shows resilience
(or lack of it).

FROM READING RESILIENCE POSTCARDS
TO SENDING SOME

Write your own resilience postcards. Remember, resilience is not a strategy;
it is a rehearsal. In fact, it is constant practice. I propose that you, together
with your colleagues, start sending resilience postcards to each other. They
can simply reply to these questions:

1. Tell us about an instance where you believe someone in your organi-
zation, or your organization all together, has shown resilience.
2. Why do you think so? What struck you as particularly resilient in
that situation?
3. How can such resilience be rehearsed more widely in your organiza-
tion?

You may wish to ponder also the following three questions, perhaps on
your own and with your team:

1. How resilient do you believe your organization to be more generally,
beyond this particular instance?