Resilient Thinking – Protecting Organisations in the 21st Century, Second edition Since the release of the first edition in 2012, a lot has changed in the world of risk and organisational resilience. Global conflict, political realignments, environmental disruptions, pandemics and disease outbreaks and cyber attacks are a plethora of threats that have and will continue to endanger the stability of the world. Alongside these risks and issues, technological and societal change is ushering in a new age of opportunity and progress. What can organisations and individuals do to prepare for an unexpected future? To prepare for the unexpected future, organisations need to be resilient, and this requires: Understanding the current, emerging and future environments and contexts; People who are knowledgeable, confident and capable in building and maintaining resilience in the organisation and themselves; and A sensible approach to the use of guidance, frameworks and initiative. Phil Wood’s much expanded and updated second edition explores, develops and enhances the concepts discussed in his previous book in granular detail, analysing our understanding of where we have been, where we are now, and where we should be going to develop resilient organisations.

Understand how organisations think, plan and deliver on the resilience 'mission' and how they should adapt when challenges arise

Increasingly, cracks are appearing in the capacity of communities, ecosystems, and landscapes to provide the goods and services that sustain our planet's well-being. The response from most quarters has been for "more of the same" that created the situation in the first place: more control, more intensification, and greater efficiency. "Resilience thinking" offers a different way of understanding the world and a new approach to managing resources. It embraces human and natural systems as complex entities continually adapting through cycles of change, and seeks to understand the qualities of a system that must be maintained or enhanced in order to achieve sustainability. It explains why greater efficiency by itself cannot solve resource problems and offers a constructive alternative that opens up options rather than closing them down. In Resilience Thinking, scientist Brian Walker and science writer David Salt present an accessible introduction to the emerging paradigm of resilience. The book arose out of appeals from colleagues in science and industry for a plainly written account of what resilience is all about and how a resilience approach differs from current practices. Rather than complicated theory, the book offers a conceptual overview along with five case studies of resilience thinking in the real world. It is an engaging and important work for anyone interested in managing risk in a complex world.

"Resilient by design provides managers with a more complete approach to creating lasting success in a changing world. Rich with examples and case studies, it explains how to connect the external systems, stakeholders, communities, infrastructure, supply chains, and natural resources, to create innovative organisations that survive and prosper." --Publisher description.

WHAT DOES IT MEAN TO BE A "RESILIENT" ORGANIZATION? It means you are not a prisoner of past performance, good or bad; you don't rely on the right leader alone for success but build the capability to be resilient into the organization. You constantly rehearse the culture of anticipating and responding to change, and you innovate even when you don't yet need to. You don't just survive, you thrive--amidst challenge and opportunity. This essential guide, written by a renowned expert in global resilience strategy, shows you how to be smart about success and failure. With these field-tested forward-focused tools, you can: SURVIVE SHOCKS AND SETBACKS TURN THREATS INTO OPPORTUNITIES ANTICIPATE CHANGE BEFORE IT HAPPENS ENSURE YOUR SUCCESS IS SUSTAINABLE As a bonus, the book features Postcards from the Resilient Edge, a powerhouse selection of frontline lessons from leading corporations that demonstrate ways you can marshal skill and master luck to take control of your organization's destiny. THE DEFINITIVE GUIDE TO THE NEW RESILIENCE MOVEMENT One of the most powerful trends born of the New Recession, resilience has become the operative word for business leaders and entrepreneurs facing an unpredictable market. On the forefront of this movement, global innovator and strategy consultant professor Liisa Välikangas has created a step-by-step system of proven survival strategies you can put into action immediately. Whether you need to bounce back from a downturn, take the fight to new competitors, or change your game plan at a moment's notice, The Resilient Organization shows you how to rethink your current strategies--and rebuild your company’s foundation--using four basic tools . . . INNOVATION with high impact and low overhead DESIGN that is robust, sustainable, and evolvable ADAPTABILITY to changing circumstances STRENGTH in the face of adversity By creating a culture of resilience in your organization, you'll be prepared for any challenge the future might hold. The Resilient Organization's fascinating case studies provide real-world examples of resilience in action: how to recover faster from hardships, how to experiment on new opportunities in a timely manner, how to avoid repeating bad business decisions, and when to scrap old strategiesthat just don't work anymore. Using the timetested principles of resilience, you can find golden opportunities in any situation--whether it's tough competition, reduced resources, or a roller-coaster market. If you're strategically resilient, you not only survive crises, but you can turn these crises into opportunities. LIISA VÄLIKANGAS, PH.D., is professor of innovation management at the Aalto University School of Economics (formerly Helsinki School of Economics) in Finland. She is the cofounder and president of Innovation Democracy, a nonprofi t global organization dedicated to supporting local innovation and entrepreneurship. Her research on innovation, strategy, and organization has been published in Harvard Business Review, MIT/Sloan Management Review, and The Wall Street Journal. With Gary Hamel, she coauthored the Harvard Business Review article "The Quest for Resilience" and cofounded the Woodside Institute, a research organization dedicated to advancing management innovation. Professor Välikangas currently divides her time between Helsinki and California.

"After a decade of informing students and practitioners in the field, Resiliency: An Integrated Approach to Practice, Policy, and Research (2nd edition) updates Roberta R. Greene's seminal text on resiliency theory for a new decade. Emerging from the ecological and systems frameworks of the profession's person-in-environment, resiliency theory offers social workers a perspective that is empirically based, practical, and focused on personal strengths-not just the difficulties clients face in their lives, both internally and externally, but the resources they can and do draw on to surmount those difficulties. Greene and her contributors elucidate key aspects of resiliency and demonstrate how they apply to social work practice at various system levels, providing theoretically grounded accounts of the environmental factors that support resilient responses in clients. The book also explores issues that affect client resiliency across the life span, including physical health, violence and trauma, aging, mental health, home and school environments, [and] developmental disabilities."--Back cover.

At the turn of the twenty-first century, resilience has become a 'buzz-word' within fields as diverse as network engineering, ecosystems management, child psychology and military training programmes. Uniting these fields is a common problematic--how to provide security within environments characterized by radical contingency? Resilience has emerged as a response to this problematic. At its most general level resilience is understood as the capacity to absorb, withstand and 'bounce-back' quickly and efficiently from a perturbation. It is considered to be both a natural property and a quality which can be improved within a broad array of complex systems including critical infrastructures, ecosystems, societies and economies through proper governance. Utilizing empirical research to inform a biopolitical genealogy, this book represents one of the first systematic studies of resilience in the field of Security Studies. Rather than treating resilience as either a unified concept or technique of governance this book analyses resilience as an emergent security value. Utilizing a biopolitical analytic, this book demonstrates that the value of resilience has appreciated alongside transformations in the order of power/knowledge enacted by apparatus of security. Zebrowski argues that resilience was not lying in wait for the march of science to provide the conditions for its recognition. Nor was it concealed by the distortions of ideology which lifted with the culmination of the Cold War, that in fact there is nothing natural about resilience By drawing attention to the complex historical processes and significant governmental efforts required to make resilience possible this book aims to open up a space through which the value of resilience may be more critically interrogated.It will be of interest to students and scholars of international relations, security studies and conflict resolution.