Organizational Posttraumatic Growth: Thriving After Adversity

Abstract

This research explores organizational trauma and the phenomenon of organizational posttraumatic growth (OPTG). Many organizations experience traumatic events, events that disrupt core organizational activities. While some affected organizations never recover their prior level of well-being, others surpass their pretrauma state. This research explores this phenomenon by examining how one organization, which was traumatized by a substantial theft committed by a senior leader, emerged transformed and stronger. In the exploration of this intriguing phenomenon, we extend individual-level trauma research to the organization level to address how OPTG occurs. We draw on these findings to chart paths for future research on OPTG and organizational change and consider their implications for development and change practitioners in organizations experiencing trauma.

Rise from ashes: A dynamic framework of organizational learning and resilience in disaster response

“…Learning through disasters occurs when the organization deeply redefines its core values and identity following a disaster, ultimately expanding its capabilities beyond the face of similar threats. When such learning occurs, the organization can re‐organize itself in a more thorough and environmentally fitting way than before the disruption (Lampel et al, 2009) and may become better able to explore new opportunities (Alexander et al, 2020; Salvato et al, 2020). Next, I discuss the different outcomes, mechanisms, and temporal orientation of these two types of learning.…”

“…Recently, scholars have introduced the concept of organizational posttraumatic growth to describe a similar process at the organizational level (Alexander et al, 2020; Nava et al, 2020). Organizational posttraumatic growth is defined as “the process by which an organization changes its values and beliefs accordingly to the more altruistic and enlightened worldviews emerging after a catastrophic event and become more sensitive and responsive to the threats and opportunities in its environment, beyond resilience or future adjustments to adversity” (Nava et al, 2020).…”

Posttraumatic Growth in Radiation Medicine During the COVID-19 Outbreak

“…Organizational PTG has been recently presented in the literature to suggest that organizations may also exceed prior levels of functioning through cognitive, emotional, and structural responses to a traumatic event that disrupts core activities. 28,29 A secondary goal in this work was to assess whether there was perceived growth in the culture of safety in our department after COVID-19 trauma, to facilitate coping and resilience in subsequent waves. For this we used select safety culture indicators from the national hospital patient safety culture survey instrument developed by Agency for Healthcare Research and Quality (AHRQ) and used widely by hospitals across the nation.…”

Different response paths to organizational resilience

“…Beyond post-adversity growth, a related body of scholarship examines organizations thriving in the face of adversity (Alexander et al, 2021 ; Seville, 2016 ). For example, researchers have highlighted a trial-by-fire model (Bradley et al, 2011 ; Swaminathan, 1996 ), recognizing that organizations born under adverse conditions may benefit from adversity exposure if they survive.…”

“…Similarly, other research recognizes that difficult circumstances can spur creative destruction in the form of technological changes (Eggers & Park, 2018 ; Giones et al, 2020 ), demonstrating that some organizations do not merely endure crises, but achieve new heights (Battisti et al, 2019 ; Morgan et al, 2020 ). For example, Alexander and colleagues ( 2021 : 31) find that “some firms respond to traumatic events in ways that leave them fundamentally better across various dimensions, including financial and non-financial measures.” Despite these contributions, the literature on organizational post-adversity growth is still emerging. Similarly, advances in research on positive organizational scholarship (Spreitzer & Sutcliffe, 2007 ; Vera et al, 2021 ) speak to thriving in the face of adversity yet are not directly linked to resilience.…”