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This is a 5 page paper that provides an overview of organizational resiliency. Resiliency as a counterterrorism strategy is emphasized. Bibliography lists 5 sources.
Page Count:
5 pages (~225 words per page)
File: KW60_KFlaw013.doc
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obstacles and disturbances without compromising the functionality of the organization. In this sense, organizations strive to develop those capacities which are most correlated with successfully enduring and surviving obstacles of
any sort. Many put forth that resilience is far and away the most useful of all capacities that an organization can develop in the 21st century. Resilient is a quality
that allows an organization to meet with an obstacle, re-organize itself in response to that obstacle, neutralize the obstacle, and then adapt to new circumstances in such a way that
the integrity and strength of the system is maintained or increased, rather than diminished. Without this quality, organizations have the tendency to take great damage from encountering unforeseen troubles, which
is essentially an inevitability in any organizational context. This paper presents an overview of the concept of organizational resiliency, with a focus on how governments and government agencies can incorporate
resiliency as a means to effectively respond to the most disruptive and impactful of 21st century threats, such as terrorism. To begin with, a full understanding of organizational resiliency is
impossible without first understanding the psychological roots of the concept. Psychologically speaking, some individuals have a greater capacity to endure and recover from intense stress than others; for instance, some
victims of childhood abuse may develop potent antisocial behavioral tendencies as a result of these experience, whereas others may actually be strengthened by having endured such experiences. In this sense,
a working definition of psychological resiliency might be expressed as "positive adaptation, or the ability to maintain or regain mental health, despite experiencing adversity" (Herrman et al., 2011). This is
extremely analogous to organizational resiliency, in that resiliency must be viewed as a variable capacity that can be neglected or developed entirely by the actions of the organization in question.
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