While this paper is more than 11 years old, it is more relevant than ever. The author, Diane L. Coutu, explains the importance of resilience; what is and is not, and how it is evidenced in people and organizations. Some of my favorite tid-bits from the paper are:
“More than education, more than experience, more than training, a person’s level of resilience will determine who succeeds and who fails. That’s true in the cancer ward, it’s true in the Olympics, and it’s true in the boardroom.”
“Resilient people, they posit, possess three characteristics: a staunch acceptance of reality; a deep belief, often buttressed by strongly held values, that life is meaningful; and an uncanny ability to improvise.”
“…the way resilient people build bridges from present-day hardships to a fuller, better constructed future. Those bridges make the present manageable, for lack of a better word, removing the sense that the present is overwhelming.”
“Eskew’s opinion is echoed by Karl E. Weick, a professor of organizational behavior at the University of Michigan Business School in Ann Arbor and one of the most respected thinkers on organizational psychology. “There is good evidence that when people are put under pressure, they regress to their most habituated ways of responding,” Weick has written. “What we do not expect under life-threatening pressure is creativity.” In other words, the rules and regulations that make some companies appear less creative may actually make them more resilient in times of real turbulence.”
“Resilience is a reflex, a way of facing and understanding the world, that is deeply etched into a person’s mind and soul. Resilient people and companies face reality with staunchness, make meaning of hardship instead of crying out in despair, and improvise solutions from thin air
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