Resilience Revisited:

Comfort, Louise K.; Boin, Arjen; Demchak, Chris C.

doi:10.2307/j.ctt5hjq0c.18

Cited by 28 publications

(21 citation statements)

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“… 15 The capacity to learn and adapt is a fundamental part of resilience thinking, including learning from what went wrong and from innovative practices or changes. 16 – 18 Collaborative learning, which happens in teams and as part of organizational dynamics and change, is a natural consequence of learning at work. 19 , 20 Collaborative learning consists of adaptations, adjustments, improvization, and flexibility, all of which are key characteristics of resilient healthcare.…”

Section: Collaborative Learning and Co-creation Of Resilient Healthcarementioning

confidence: 99%

Developing Methods to Support Collaborative Learning and Co-creation of Resilient Healthcare—Tips for Success and Lessons Learned From a Norwegian Hospital Cancer Care Study

2022

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Background: There is a growing attention on the role of patients and stakeholders in resilience, but there is lack of knowledge and methods on how to support collaborative learning between stakeholders and co-creation of resilient healthcare. The aim of this article was to demonstrate how the methodological process of a consensus process for exploring aspects of next of kin involvement in hospital cancer care can be replicated as an effort to promote resilient healthcare through co-creation with multiple stakeholders in hospitals. Methods:The study applied a modified nominal group technique process developed by synthesizing research findings across 4 phases of a research project with a mixed-methods approach. The process culminated in a 1-day meeting with 20 stakeholder participants (5 next of kin representatives, 10 oncology nurses, and 5 physicians) from 2 Norwegian university hospitals. Results:The consensus method established reflexive spaces with collective sharing of experiences between the 2 hospitals and between the next of kin and healthcare professionals. The method promoted collaborative learning processes including identification and reflection upon new ideas for involvement, and reduction of the gap between healthcare professionals' and next of kin experiences and expectations for involvement. Next of kin were considered as important resources for resilient performance, if involved with a proactive approach. The consensus process identified both successful and unsuccessful collaborative practices and resulted in a co-designed guide for healthcare professionals to support next of kin involvement in hospital cancer care.Conclusions: This study expands the body of knowledge on methods development that is relevant for collaborative learning and co-creation of resilient healthcare. This study demonstrated that the consensus methods process can be used for creating reflexive spaces to support collaborative learning and co-creation of resilience in cancer care. Future research within the field of collaborative learning should explore interventions that include a larger number of stakeholders.

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Section: Collaborative Learning and Co-creation Of Resilient Healthcarementioning

confidence: 99%

Developing Methods to Support Collaborative Learning and Co-creation of Resilient Healthcare—Tips for Success and Lessons Learned From a Norwegian Hospital Cancer Care Study

2022

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“…Studies of crisis and disaster management have long dealt with such robustness in designing policies for emergency preparedness where the exact nature and timing of the crisis or disaster are unknown. Such studies have emphasized the need for greater levels of agility and robustness beyond mitigation and resilience is needed and the kinds of policy elements which can provide them, such as careful evaluation of, and learning from, earlier events (Comfort et al, 2010; Wolbers et al, 2021).…”

Section: Differentiating Static and Dynamic Robustness In Policy‐maki...mentioning

confidence: 99%

“…In other words, in order for even relatively simple policies to continue to operate effectively over time in the face of changing problems, their environment, and policy feedback, they must at minimum feature a level of robustness sufficient to withstand the turbulence while retaining their essential character (Comfort et al, 2010). This is the essence of policy “resilience.” However, in many cases, changes may be more significant and require higher levels of robustness.…”

Section: Introduction: Creating Robust (And Resilient) Public Policiesmentioning

confidence: 99%

“…Following the lead offered by Comfort et al (2010), the objective of this article is to shed light on the kinds of robustness that can be designed into government policies and the policy tools that can be used to address the changes in policy environments which contribute to policy uncertainty, surprise, and often failure (Bovens et al, 2001; Capano et al, 2018).…”

Section: Introduction: Creating Robust (And Resilient) Public Policiesmentioning

confidence: 99%

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Designing for adaptation: Static and dynamic robustness in policy‐making

Howlett

Ramesh²

2022

Public Administration

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Policy tools are chosen and deployed in the expectation that they will continue to work effectively over extended periods of time. This is a tall expectation to meet, given that the nature of policy problems and their contexts change constantly. To continue to operate effectively in the face of these changes and respond to policy feedback from policy actors and outputs, policy mixes must be robust. This robustness is of two types: static robustness in which policy means adapt while policy goals remain unchanged, and dynamic robustness in which both goals and tools change. The first equates robustness with resilience—that is, the ability to bounce back to a previous state and attain original goals in altered contexts caused by some change in internal or external conditions. The second, however, is more complex as it can involve changes in aspects of policy goals as well as means in order to allow policies to adapt more broadly by altering their form in response to changing circumstances. This second type of “dynamic robustness” focuses attention on the need for agility and upon the requisites for the creation of policy designs which allow for substantive changes in form as well as state. The article lays out these concepts and their interrelationships and the kinds of procedural and other tools involved in achieving either. It illustrates their features and differences using examples from different sectoral cases.

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“…In much of the literature on crisis management, business continuity and organizational resilience, the key focus is on how to prepare an organization for a crisis and to develop the capabilities required to do so (Branicki et al, 2019;Comfort et al, 2010;Conz and Magnani, 2020;Groenendaal and Helsloot, 2019;Macrae and Wiig, 2019). These research activities are important, because if we can identify the capabilities of 'resilient' organizations in times of crisis, they might then be used as the basis for developing resilience in other organizations.…”

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confidence: 99%

Making sense of a mess: “doing” resilience in the vortex of a crisis

Aitken-Fox

Coffey

Dayaram

et al. 2022

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PurposeThe purpose of the paper is to investigate how human resource professionals (HRPs), in a variety of organizations, responded to the crisis brought about by the event of COVID-19. In particular, it aims to show how organizations, across all sectors, in Western Australia responded with urgency and flexibility to the crisis and showed “resilience in practice”.Design/methodology/approachThe study is based on 136 questionnaire responses, 32 interviews and 25 managerial narratives. The mixed qualitative methodology was designed to enable an investigation of the impact of COVID-19 and the response of HRPs.FindingsHRPs have responded with agility and flexibility to the impact of COVID-19. They have done so through extensive trial and error, sometimes succeeding, sometimes failing. They have not simply activated a preconceived continuity plan.Research limitations/implicationsThe research indicates that resilience is an ongoing accomplishment of organizations and the people in them. The objective was description rather than prescription, and the research does not offer solutions to future pandemic-like situations.Practical implicationsThe research suggests that, given the impact of COVID-19 on organizations, HR practices, processes and policies will need to be thoroughly reconsidered for relevance in the post-COVID world. Possible future directions are highlighted.Originality/valueThe research considers the actions of HRPs as they responded to a global crisis as the crisis unfolded.

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Resilience Revisited:

Cited by 28 publications

References 0 publications

Developing Methods to Support Collaborative Learning and Co-creation of Resilient Healthcare—Tips for Success and Lessons Learned From a Norwegian Hospital Cancer Care Study

Developing Methods to Support Collaborative Learning and Co-creation of Resilient Healthcare—Tips for Success and Lessons Learned From a Norwegian Hospital Cancer Care Study

Designing for adaptation: Static and dynamic robustness in policy‐making

Making sense of a mess: “doing” resilience in the vortex of a crisis

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