Organisational resilience: Can it be learned? Prof. Jim Arrowsmith.

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Presentation transcript:

Organisational resilience: Can it be learned? Prof. Jim Arrowsmith

Te Kunenga ki Pūrehuroa Creating leaders. Transforming business. Resilience is the capacity to respond well to a stressful environment  individuals can learn resilience proactively (counselling etc) and/or through experience  organisations can build resilience capacity by investing in, and involving employees, to ensure high-trust employment relations

Te Kunenga ki Pūrehuroa Creating leaders. Transforming business. The resilient workplace is a ‘psychologically healthy workplace’. Five keys are Employee involvement Work-life balance Employee growth and development Health and safety Recognition

Te Kunenga ki Pūrehuroa Creating leaders. Transforming business. Competitive pressures and short-term focus -work intensification -low wages -job cuts Obstacles

Te Kunenga ki Pūrehuroa Creating leaders. Transforming business. need for good management empathetic and supportive supervision two-way communication effective performance management: sets clear goals, deals with poor performance, recognises contribution dedication to employee development... SUPER MANAGER NZ management capability?  ‘people management emerges as the weakest area, where New Zealand firms trail most behind global best practice’ (MED, 2010)  ‘leaders appear to have a strong need to be right, coupled with a distorted sense of self and an unwillingness to change’ (Levy/ Bentley, 2007) Sustaining a successful / resilient relationship caring and appreciative mutual give and take reassuring encouraging listeninghumility makes the other party feel valued

Te Kunenga ki Pūrehuroa Creating leaders. Transforming business. Board/ Fritzon (2005) psychologically tested 39 senior managers and chief executives. They compared the results to the same tests on patients at Broadmoor On many indicators of psychopathy, the bosses either matched or exceeded those of the patients, e.g. -manipulation and a readiness to exploit others -egocentricity and a strong sense of entitlement -lack of empathy and conscience.

Te Kunenga ki Pūrehuroa Creating leaders. Transforming business. Conclusions Resilience can (must!) be learned -evidence suggests public sector, and organisations with highly-skilled workers, doing better But bias is to subvert resilience -takes long time to build positive culture, and often easily undone -not all organisations, or their managers, are willing or able to see employees as stakeholders (investors) in the firm  TGNZES: A large proportion of employees are frustrated in their work and looking elsewhere HR role: ‘critical’ perspective -serve the business but not servile -prioritise management recruitment, development, support -recognise the importance of employee voice (incl. TUs) -own the resilience space!