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Proactively building resilience
- 1. © CITI Limited, 2016© CITI Limited, 2018 Proactively building resilience
- 2. © CITI Limited, 2016© CITI Limited, 2018
- 3. © CITI Limited, 2016© CITI Limited, 2018© CITI Limited, 2017 Responses to threat Distracted Think less clearly See non-existent threats Narrower vision Reduced memory Increased Cortisol DROP IN PERFORMANCE
- 4. © CITI Limited, 2016© CITI Limited, 2018 Resilience Organisational Resilience£ Individual Resilience
- 5. © CITI Limited, 2016© CITI Limited, 2018© CITI Limited, 2017 Organisational Resilience£ Organisational Resilience is the ability of an organisation to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper. British Standards Institute A resilient organisation is one that not merely survives over the long term but also flourishes – passing the test of time. Howard Kerr, Chief Executive of BSI
- 6. © CITI Limited, 2016© CITI Limited, 2018© CITI Limited, 2017 BSI - 4 key elements of Organisational Resilience People Product Process Leadership
- 7. © CITI Limited, 2016© CITI Limited, 2018 6 steps to Organisational Resilience Proactive approach Dynamic leadership Respond to change Strong corporate culture Keeping focused Long-term view
- 8. © CITI Limited, 2016© CITI Limited, 2018 Individual Resilience © CITI Limited, 2017 Resilience is the process of adapting well in the face of adversity, trauma, tragedy, threats or significant sources of stress — It means "bouncing back" from difficult experiences Dr Linda Hoopes President of the Resilience Alliance Resilience is the ability of a person to: • adjust to adversity • maintain their equilibrium • hold on to some sense of control over their environment • move forward in a positive manner Fit for work, UK Govt website
- 9. © CITI Limited, 2016© CITI Limited, 2018© CITI Limited, 2017 *Resilience Alliance Positive – about the world Positive – about yourself Focused Flexible – in your thoughts Flexible – socially Organised Resilience characteristics* Proactive
- 10. © CITI Limited, 2016© CITI Limited, 2018 Develop strong social networks Have a positive attitude Take breaks to recharge Improve fitness and health Promote open communication How to build individual resilience
- 11. © CITI Limited, 2016© CITI Limited, 2018 Prosilience
- 12. © CITI Limited, 2016© CITI Limited, 2018© CITI Limited, 2017 Prosilience Prosilience is intentionally building the capability to deal with a range of challenges, including those that come with organisational change. Dr Linda Hoopes, President of the Resilience Alliance Prosilience is resilience with consciousness of environment, self-awareness, and the capacity to evolve. It is about anticipating disruption and adapting before it even occurs--a proactive version of resilience. Summer Fowler of CERT Division of Software Engineering Institute at Carnegie Mellon University
- 13. © CITI Limited, 2016© CITI Limited, 2018 How to build prosilience at work Don’t focus on one change initiative at a time Use change initiatives as a “learning lab” Coach leaders for effective responses Share positive examples Build a common language
- 14. © CITI Limited, 2018© CITI Limited, 2018© CITI Limited, 2017 Positivity Confidence Priorities CreativityConnection Structure Experiment Change Muscles Prosilience: Building your resilience for a Turbulent World by Dr Linda Hoopes
- 15. © CITI Limited, 2016© CITI Limited, 2018© CITI Limited, 2017 Change Muscles exercises Positivity Think of something that happened in the past that seemed negative at the time and identify a positive thing that came from it. Confidence Think of challenge you are facing. Identify ways this challenge could provide you with the opportunity to learn something new. Connection Initiate contact with someone else – introduce yourself to someone new, express appreciation, ask a question or just say hello.
- 16. © CITI Limited, 2016© CITI Limited, 2018 Prosilience Resilience
- 17. © CITI Limited, 2016© CITI Limited, 2018 What What can you do yourself, in your environment, to build your personal resilience? What could the organisation do to support your personal resilience?
Hinweis der Redaktion
- Welcome to Change Management presentation. Going to talk today about whether CM should be considered a soft fluffy nice to have or is actually essential to realizing benefits and so impacting the bottom line of an organisation.
- Change happens one person at a time and Angela has already introduced you to the concept of the change curve, a series of emotions individuals experience as they go through change. Like the Lewin model we usually look at this from the aspect of going along this curve with one change at a time. But what happens if we are experiencing more than one change at a time? Digital transformation, restructuring and redundancies, new ways of working like flexi-desking and more remote working and at home we’re moving house or getting divorced or another significant life change. What does the picture look like now? We’re actually at different places on different curves at any point in time! No wonder we’re feeling stressed and under threat!
- The brain sees the uncertainty of change as a threat. So how does the brain make us respond when it perceives a threat. We become distracted and find it difficult to think of anything but the threat. We think less clearly, don’t make such rational choices or decisions, we see other things around us threats that aren’t really threats, physically our vision narrows down, we become a bit tunnel visioned to allow us to focus on the threat, our memory suffers so we might have been in a meeting or some training but we can’t remember much of it and physically our stress hormone Cortisol increases to allow us to fight of run away from the threat. All of this then results in a drop in performance. And it’s that performance we need to achieve our impacts to realise benefits. Think how the drop in performance is magnified with multiple threats from multiple changes!
- So what can we do to manage and lessen this drop in performance? Is anyone of an age to remember the 1970’s toy called a weeble? It’s advertising slogan was weebles wobble but they don’t fall over. So we have people in change wobbling all over the place and we don’t want them to fall over we want them to bounce back! We call this ability to bounce back from challenge resilience. So to minimise the challenges from constant change we need to develop the capabilities of resilience and we need to develop both organisational resilience and individual resilience.
- Here are some definitions of organisational resilience. Read each one slowly. An organisation has to be resilient to external challenges that will cause change (like new technology, new legislation, disruption to its markets) and internal challenges that will cause change (
- The British Standards Institute, BSI have a formal standard for organisational resilience and define 4 key elements that should form part of a strategy to become resilient as an organisation. 3 key benefits BSI describe from successful achievement of org resilience are: strategic adaptability (a significant competitive advantage), agile (with a small a) leadership and robust governance. These 3 aspects help you to stand out and win as an organisation. At the beginning of this year BSI conducted global research with over a 1000 senior leaders from multiple sectors to look at these 4 elements (broken down into 16 sub elements) and consider the level of importance each one had to them and the current level of performance they had with each one. Leadership is about the visibility and performance of senior leaders, how they define vision and purpose, how they manage risk and finances and resources People is about the organisation’s values, culture, engagement, training and how these align with the realisation of strategy Process is about excellence in the development of products and services, governance, business continuity, knowledge management Product is about anticipating how your products and services meet the need of your customers and how they comply with regulations. This considers horizon scanning for threats and opportunities, innovation and the ability to identify change and take effective action. From the report findings BSI have developed a benchmarking tool which you can use online to assess your own organisation. Achieving the goal of Org resilience requires commitment from the whole company and is a long term goal not a one-off exercise. An interesting finding of the research was that companies older than 20 years were a lot less resilient than younger companies. Gartner describe 5 principles of organisational resilience they believe are critical for todays era of global and geopolitical uncertainty. They talk about the rise of virtual organisations in the evolution of the business environment and the need for RVO’s Resilient Virtual Organisations. They define almost the same aspects a BSI.
- Let’s look at 6 steps we can take to achieving org resilience. Proactive approach: having a willingness to adapt before being forced to, actively seeking changes to adapt to our environments instead of waiting till we have to e.g. understanding and moving towards the new GDPR (General Data Privacy Regulation coming in in May next year) rather then waiting till it’s there and wondering what to do about it. Dynamic leadership: ensuring there is support from the top down to embed org resilience in a constant way that’s appropriate to the current challenges of the organisation. It’s not a one-size all approach and a key focus of leaders is to understand what is necessary for resilience. Responsiveness to change: building a willingness to listen to market needs, rather than trying to impose what we think our clients want on them. This means having the means and resources to be able to gather the right info about market needs and the means and resources to respond successfully. Strong corporate culture: establishing a culture that recognises that everyone in the organisation has a responsibility and should contribute to org resilience not just leaders, so people feel empowered to reach this goal for their part of the business. Keeping focused: creating and communicating a clear vision and purpose around org resilience and why it’s critical and what needs to be done to achieve it. Long-term view: in challenging economic times orgs can find themselves giving too much attention to responding to short-term financial goals and missing the opportunites that come from having a long-term view of the future both internally and externally. So it’s important to define that strategic long-term view.
- So what can we do to manage and lessen this drop in performance? Is anyone of an age to remember the 1970’s toy called a weeble? It’s advertising slogan was weebles wobble but they don’t fall over. So we have people in change wobbling all over the place and we don’t want them to fall over we want them to bounce back! We call this ability to bounce back from challenge resilience. So to minimise the challenges from constant change we need to develop the capabilities of resilience and we need to develop both organisational resilience and individual resilience.
- For a long time it was believed that resilience was an innate characteristic that some people had and some people didn’t have. However in recent years research has shown that so called resilient people have actually learned to be that way as a result of things that have happened to them. So resilience is a capability we can develop through learning. Based on research and observation The Resilience Alliance has identified a set of characteristics that help people become resilient the they believe that we all have the ability to develop and apply these characteristics. Positive – about the world: resilient people can effectively identify positive opportunity in turbulent change environments Positive – about yourself: resilient people have the confidence to believe they can succeed when faced with uncertainty. The above two allow you to use your energy for addressing the challenge rather than draining your energy by worrying and being defensive about the change. Focused: resilient people have clear goals and can focus on these goals when they become disoriented by change. This allows you to direct your energy to your most important goals rather than spreading it across too many options. Flexible – in your thoughts: resilient people generate a wide range of ideas and approaches for responding to change, they don’t allow themselves to be constrained by fixed ideas, they are open to all new ideas. Flexible – socially: resilient people draw on the assistance and support of others during change and seek to make new connections and strengthen existing connections These two allow you to open up a wider range of possibilities and resources rather then stick only with what you’re used to. Organised: resilient people can develop effective processes and structures to help them through change. This allows you to be using your energy more efficiently rather than using energy in a randomly applied fashion. Proactive: resilient people experiment with change early on rather than wait till everything is clear. So not afraid to play with new systems and processes before they’re fully implemented. This allows energy to be used for taking risks and getting out of your comfort zone. All these characteristics can be developed through consistent practice.
- So how can organisations support people to develop resilience? Promote open communication: really important in a change situation. The less uncertainty there is around change the less people will perceive it as a threat. Provide opportunities for people to have open discussions at all levels around the change and what it might mean to them. Develop strong social networks: this is such a strong theme in all the research on resilience and has links back to prehistoric times when it was important for survival to be part of a tribe, you would be stronger with more people around you. What social networks exist in your company? How do you encourage teamwork? What social activities do you organise? Have a positive attitude: building a culture where problems are seen as a learning process and positive outcomes are celebrated. Linking back to open communication, ensuring positive messages are given around change, find ways to recognise peoples strengths and successes so they develop a more positive view of themselves. Take breaks to recharge: encourage people to take time away from work activity especially heavy cognitive activity to let the brain rest, this will result in greater productivity and motivation. Have break out rooms, discourage eating lunch at your desk while still working. Many tech start up companies have implemented an “unlimited leave” policy whereby staff can take however much holiday they want and whenever they want as long as they have achieved their established work goals satisfactorily. Richard Branson has also implemented this for Virgin head office staff. Improve fitness and health: Fit, healthy people are generally more resilient. Many organisations now offer gym membership as part of their benefits package, companies have healthy snacks available or restaurants serving healthy foods. Information and education is offered around nutrititoin, support given for stop smoking campaigns.
- What if we could make the weeble wobble less when challenged and when it bounces back it’s bigger and stronger? This is what we call prosilience.
- These are some definitions of prosilience. Read slowly. So prosilience is about being proactive about resilience. Its about taking resilience a step further and taking action to be resilient about something that we think might happen in the future.
- So how can organisations support people to develop resilience? Promote open communication: really important in a change situation. The less uncertainty there is around change the less people will perceive it as a threat. Provide opportunities for people to have open discussions at all levels around the change and what it might mean to them. Develop strong social networks: this is such a strong theme in all the research on resilience and has links back to prehistoric times when it was important for survival to be part of a tribe, you would be stronger with more people around you. What social networks exist in your company? How do you encourage teamwork? What social activities do you organise? Have a positive attitude: building a culture where problems are seen as a learning process and positive outcomes are celebrated. Linking back to open communication, ensuring positive messages are given around change, find ways to recognise peoples strengths and successes so they develop a more positive view of themselves. Take breaks to recharge: encourage people to take time away from work activity especially heavy cognitive activity to let the brain rest, this will result in greater productivity and motivation. Have break out rooms, discourage eating lunch at your desk while still working. Many tech start up companies have implemented an “unlimited leave” policy whereby staff can take however much holiday they want and whenever they want as long as they have achieved their established work goals satisfactorily. Richard Branson has also implemented this for Virgin head office staff. Improve fitness and health: Fit, healthy people are generally more resilient. Many organisations now offer gym membership as part of their benefits package, companies have healthy snacks available or restaurants serving healthy foods. Information and education is offered around nutrititoin, support given for stop smoking campaigns. What can organisations do to build prosilience in the workplace? Don’t focus on one change initiative at a time: this is in terms of proactively achieving resilience. Look at the bigger picture of how you can prepare people to face any future challenges not just the change that’s happening now. Make sure you include learning and development activities to build knowledge and skills around dealing with change and adversity. Build people’s general change capabilities. Use change initiatives as a “learning lab”: be intentional about people actively looking for opportunities to learn lessons from change. Eanble a learning organisation where people are encouraged to take time to reflect and look for ways to apply lessons both for things that went well and things that didn’t go well, especially around lessons to be learned on how to deal with change personally. Coach leaders for effective responses: it is important that leaders role model resilient behaviour when they are under stress. They may need coaching to develop their skills in helping people to try new behaviours in times of change. Lead by example. Share positive examples: look for positive examples in the organisation of people building their own resilience. Share these stories, ask people to talk about how they’ve successfully developed resilience. Build a common language: what words will you use in your organisation to generate conversation around resilience to have that open communication and for people to share stories. A common language helps it to become established as part of the values and culture of the organisation and aligned to strategy. What can organisations do to build prosilience in the workplace? Don’t focus on one change initiative at a time: this is in terms of proactively achieving resilience. Look at the bigger picture of how you can prepare people to face any future challenges not just the change that’s happening now. Make sure you include learning and development activities to build knowledge and skills around dealing with change and adversity. Build people’s general change capabilities. Use change initiatives as a “learning lab”: be intentional about people actively looking for opportunities to learn lessons from change. Eanble a learning organisation where people are encouraged to take time to reflect and look for ways to apply lessons both for things that went well and things that didn’t go well, especially around lessons to be learned on how to deal with change personally. Coach leaders for effective responses: it is important that leaders role model resilient behaviour when they are under stress. They may need coaching to develop their skills in helping people to try new behaviours in times of change. Lead by example. Share positive examples: look for positive examples in the organisation of people building their own resilience. Share these stories, ask people to talk about how they’ve successfully developed resilience. Build a common language: what words will you use in your organisation to generate conversation around resilience to have that open communication and for people to share stories. A common language helps it to become established as part of the values and culture of the organisation and aligned to strategy.
- We talked earlier about the resilience characteristics defined by the resilience alliance. Also described by Dr Linda Hoopes of the resilience alliance is the concept of change muscles and building those muscles through exercises the way you would build your body;s muscles. The more we exercise these muscles the more we are proactively building resilience to deal with any future challenges. The muscles are all defined around the previous characteristics.
- So let’s look at a couple of these muscles and exercises you can do to strengthen them. Read one at a time. Ask them to think about this, talk to a neighbour if they’d like to. After a minute ask if anyone would like to share their thoughts. For the last one on connection tell them they can now exercise that muscle over lunch!
- So in summary. We want to realise benefits from change and we need to achieve impacts or outcomes from the use of products to realise benefits. When there are multiple changes hitting people at one time that reduces our ability to achieve these outcomes so we need to develop a resilient organisation with resilient people. We want the weebles to wobble less and grow stronger!