Organisational resilience and its sub-dimensions
| Organisational resilience dimensions | ||
|---|---|---|
| Sub-dimension | Definition | |
| Situational awareness | Recovery priorities | The organisation-wide awareness of key priorities following a crisis |
| Monitoring and reporting | Internal and external vigilance about the organisation, its performance and potential problems | |
| Keystone vulnerabilities | Planning strategies | Plans and strategies to manage vulnerabilities in relation to the business environment and its stakeholders |
| Practised responses | Simulations or scenarios designed to practice response arrangements and validate plans | |
| Internal resource capabilities | An understanding of the internal resources necessary to ensure business-as-usual operations during times of crisis | |
| External resource capabilities | Knowledge of what external resources might need to be accessed from other organisations during a crisis | |
| Engaged and involved staff | The extent to which employees understand the link between their own work, the organisation’s resilience, and the organisation’s long-term success | |
| Adaptive capacity | Ability to minimise silos | An organisation’s ability to minimise the silos that result in disjointed, disconnected, and detrimental ways of working |
| Information and knowledge | The storing and sharing of critical information and knowledge | |
| Leadership, management and governance structures | Strong crisis leadership, management and governance structures | |
| Innovation and creativity | Extent to which organisation rewards and encourages innovation and creativity | |
| Delegated and responsive decision-making | Clearly delegated authority to enable devolved and responsive decision-making |
| Organisational resilience dimensions | ||
|---|---|---|
| Sub-dimension | Definition | |
| Situational awareness | Recovery priorities | The organisation-wide awareness of key priorities following a crisis |
| Monitoring and reporting | Internal and external vigilance about the organisation, its performance and potential problems | |
| Keystone vulnerabilities | Planning strategies | Plans and strategies to manage vulnerabilities in relation to the business environment and its stakeholders |
| Practised responses | Simulations or scenarios designed to practice response arrangements and validate plans | |
| Internal resource capabilities | An understanding of the internal resources necessary to ensure business-as-usual operations during times of crisis | |
| External resource capabilities | Knowledge of what external resources might need to be accessed from other organisations during a crisis | |
| Engaged and involved staff | The extent to which employees understand the link between their own work, the organisation’s resilience, and the organisation’s long-term success | |
| Adaptive capacity | Ability to minimise silos | An organisation’s ability to minimise the silos that result in disjointed, disconnected, and detrimental ways of working |
| Information and knowledge | The storing and sharing of critical information and knowledge | |
| Leadership, management and governance structures | Strong crisis leadership, management and governance structures | |
| Innovation and creativity | Extent to which organisation rewards and encourages innovation and creativity | |
| Delegated and responsive decision-making | Clearly delegated authority to enable devolved and responsive decision-making |
Source(s): Adapted from Lee et al. (2013) and McManus (2008)
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