Resilience Management
Resilience management comprises all measures with the aim of increasing the resilience of an organizational or business management system, e.g. B. a company to strengthen against external influences. Resilience is understood as the systemic resistance to disturbances and changes . A distinction is made between a reactive form ( agility ) and a proactive form ( robustness ).
description
A company's resilience can be described by four characteristics:
- Prevention: Resistance to negative external influences is built up as a precaution, comparable to resistance .
- Adaptation: If possible, a short-term return to the defined starting position is achieved, comparable to self-regulation .
- Innovation: The advantages arising from the changing environmental conditions are used economically, comparable to innovation management .
- Culture: An optimistic team and project culture that is ready to learn, tolerant of mistakes, but also ready to confront.
In an additional subdivision, ecological resilience describes the ability of a system to tolerate external influences to a certain extent and without endangering the corporate identity. Constructive resilience refers to the period of time that is required to react after an impact on the system in order to bring the company back to a defined state. In order to improve the adaptability of a company, these traits should be actively managed.
method
In principle, resilience management can rely on risk management and crisis management in its actions . The development of a special management method is based on ideas that originate from interdisciplinary environmental sciences for dealing with external disturbances. Key terms are vulnerability of resilience and adaptability ( adaptive capacity ).
In the methodical approach, a situation analysis is first carried out to develop the adaptability and vulnerability of a company to possible discontinuities. After the situation analysis, the desired objectives are set, for example with regard to increasing resilience or securing company performance under the influence of discontinuities. In order to structure the goals, they should be classified according to content, scope and time reference. Once the goals have been set, suitable strategies for managing resilience must be defined and then converted into measures.
Other effects that contribute to increasing resilience are networking with stakeholders and prioritizing learning. For example, the resilience of a company can also be increased through increased knowledge generation and diversification in the area of value creation.
Resilience should not be confused with resistance , i.e. low sensitivity to disruptive influences, which can prevent flexible adaptation of the organization in the event of larger discontinuities.
Others
In psychology, resilience management refers to individual or team-related coping methods that are intended to increase resilience in stressful situations, train general psychological resilience or promote stress prevention. See resilience (psychology) .
In information, communication and network technology, resilience management is the term used to describe the methods and procedures that aim to keep systems at an acceptable level of the services they provide, even in the event of errors and faults.
In the face of terrorist threats, resilience was also understood as the ability of societies to return to normal life soon after an attack.
literature
- Stephanie Borgert: Resilience in project management: Please buckle up, turbulence! Success concepts of adaptive projects. Springer Gabler Verlag 2013, ISBN 978-3-658-00999-1 .
- Elmar Günther: Climate Change and Resilience Management . Gabler Edition Wissenschaft, Wiesbaden 2009, ISBN 978-3-8349-1381-4 .
- Elmar Günther, Manfred Kirchgeorg, Monika I. Winn: Resilience Management . In: Umweltwirtschaftsforum 15, Issue 3, 2007, ISSN 1432-2293 , pp. 175–182.
- Karl E. Weick: Managing the unexpected. Schäffer-Poeschel, Stuttgart 2010, ISBN 978-3-7910-2968-9 .
- Kishor Sridhar: Crisis Vaccination - How to make your company more resilient and future-proof. Redline-Verlag, Munich 2013, ISBN 978-3-86881-369-2 .
- Karsten Drath: Resilience in corporate management - and online work aids: What makes managers and their teams strong. Haufe, Freiburg 2014, ISBN 978-3-648-04947-1 .
- Adriano Pierobon: Resilience-promoting personnel management in care companies. Grin-Verlag, Munich 2015, ISBN 978-3-668-06363-1
- Berd Ziesemer: If it's too strong, you're too weak , in: Capital , 06/2020, pp. 54–59
- Janik Waidner: Teaching in the Crisis: Will Corona Revolutionize Business Studies? , in: Frankfurter Allgemeine Zeitung , June 6, 2020, p. C3
Individual evidence
- ^ Wieland, A. & Wallenburg, CM (2013): The influence of relational competencies on supply chain resilience: a relational view. International Journal of Physical Distribution & Logistics Management. Vol. 43, No. 4, pp. 300-320. In the English original the definition is: "the ability of a [system] to cope with change". The dimensions of resilience named there are agility and robustness .
- ↑ Ulrike Götze: Resilience development in personnel management: offers to increase the psychological resilience of employees. Springer VS College 2013, ISBN 978-3-531-19509-4 .
- ^ P. Smith et al. a .: Network resilience: a systematic approach. IEEE Communications Magazine, vol. 49, no. 7, pp. 88-97, July 2011. doi: 10.1109 / MCOM.2011.5936160 .
- ↑ Christian Rath: Thomas de Maizière on terror & fear: “Older people are still used to it” . In: The daily newspaper: taz . January 25, 2018 ( taz.de ).