Description
About the book
Developing Resilient Organizations argues that one of the fundamental keys to survival in these circumstances is resilience or mental toughness. It can make challenge and change an opportunity rather than a threat. The book addresses a wide variety of organizational issues including motivation, performance, staff retention, behaviour, trust, attention span and teamwork. With case studies from leading organizations across the public and private sector internationally, it will show you how to develop organizational performance, well being and a positive approach to adversity and change in your organization.
Developing Resilient Organizations argues that one of the fundamental keys to survival in these circumstances is resilience or mental toughness. It can make challenge and change an opportunity rather than a threat. The book addresses a wide variety of organizational issues including motivation, performance, staff retention, behaviour, trust, attention span and teamwork. With case studies from leading organizations across the public and private sector internationally, it will show you how to develop organizational performance, well being and a positive approach to adversity and change in your organization.
Table Of Contents
Introduction
Section ONE: Change in the 21st century;
- Chapter – 01: A general overview – Doug Strycharczyk;
- Chapter – 02: The new factors – Doug Strycharczyk;
- Chapter – 03: Mental toughness – Professor Peter Clough, Dr Fiona Earle, Dr Keith Earle, Dr John Perry and Doug Strycharczyk;
- Chapter – 04: Trust-based leadership and resilient organizations in the 21st century – Charles Elvin;
- Chapter – 05: Leadership, resilience and the 21st-century organization – Professor Sharon Turnbull and Rob Noble;
Section TWO: Practitioner perspectives;
- Chapter – 06: Leadership and the BP grit in the oyster – developing mental toughness – Jo Shuttlewood and Rachel Billington;
- Chapter – 07: Changing times for the public sector – Zoe Sweet and Jo Carruthers;
- Chapter – 08: New realities: Personal growth for an uncertain future – Sue Pinder, Raymond Robertson and Craig Thomson;
- Chapter – 09: Ethics, ethical practice and their growing importance in developing sustainably performing organizations in the 21st century – Richard Cresswell and Murray Clark;
- Chapter – 10: Big data, big business – Andrew Cuthbert
Reviews
Developing Resilient Organizations’ central premise that the future for individuals and organizations is both challenging and arriving at break neck speed is correct. We can’t any longer debate whether we want change or not, we have to embrace it. The book provokes business leaders into thinking about the future – in particular two hugely important factors. Firstly, developing a positive, confident mindset in the workforce through developing mental toughness. Secondly, applying real leadership behaviours that engender trust from staff. The most important thing though is to be alert to change and what it means for all stakeholders. This book helps the reader to do just that.
Neil Scales, Director-General, Dept. of Transportation and Main Roads