Developing
a Resilient Organization
Lessons Learned from the
World
Trade
Center Disaster
Facilitators:
Steve Freeman, Ph.D.,
University of
Pennsylvania, Center for Organizational Dynamics
Marc Maltz, MBA, TRIAD Consulting Group LLC and the William Alanson
White Institute
Target
audience: Those responsible for crisis preparedness and
human resources in an organization, including senior Human Resource
professionals, Chief Operating Officers and other senior leaders whose role it
is to manage the health of the organization.
Length: 2 days
Key Learning:
-
A Basic Understanding of Organizational Resilience
-
A Model of Organizational Resilience
-
The Application of the Resilience Model to One’s
Organization
-
An Understanding of an Organization’s Key Vulnerabilities
-
The Development of a Preliminary Organizational Resilience
Action Plan
Agenda:
Day I:
General Preparedness – What does it take for an Organization to be resilient?
1. What
is Organizational Resilience?
Participant Introductions and
Critical Incidents
Participant’s definition of
Organizational Resilience
2. Organizational
Resilience Defined: A Model
Preparedness: Reserves, depletion and replenishment
Measures of
health and reserves: social and technical systems, finances, social and
technical networks and human resources
Examples
of resilience and its absence
3. Case
Review
Analysis
of the effects of disaster
Identifying the most critical factors of resilience
Key questions covered:
What levels of reserves are
desirable?
How do you strengthen your
organization’s health and reserves?
What is critical to your
organization’s continuance and necessary for its basic functioning?
What are your organization’s
vulnerable leverage points?
Who cares that your organization
continues and why? How can this
strengthen it?
4. Application
Participants apply their learning
about resilience to their own organizations as preparation for day II.
Day II:
Developing an Organizational Resilience Action Plan
5. Organizational
Diagnosis
Participant puts her/his organization
through a diagnostic on key resilience factors:
Financial Resources
Human Resources
Social and Technical Systems
Social and Technical Networks
The
organization’s culture and values.
6. What
is your organization’s diagnosis and what are its priorities?
The organization’s priorities are
identified and compared/contrasted to the diagnosis.
7. Mobilization/rebuilding
Actions for developing organizational
readiness are identified.