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Some Perspectives on Resilience

Some Perspectives on Resilience. Community of Practice January 12 th 2012. Diane L. Coutu: How Resilience Works . She observed that all the theories on resilience overlapped in three ways: Facing down reality A d eep belief often buttressing strong values that life is meaningful

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Some Perspectives on Resilience

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  1. Some Perspectives on Resilience Community of Practice January 12th 2012

  2. Diane L. Coutu:How Resilience Works She observed that all the theories on resilience overlapped in three ways: • Facing down reality • A deep belief often buttressing strong values that life is meaningful • An uncanny ability to improvise Building Personal and Organisational Resilience-Harvard Business Review

  3. Resilience in AmbiguityReady Steady..... Go? Tactics for resilient leadership • Think options - not solutions • Learn to value “not knowing”- it’s ok to say I don’t know. Help make sense of uncertainty rather than trying to make it clear • Embrace ambiguity - expect and be ready for the unexpected

  4. Reconnect with your personal anchor – keep caring the things that matter - find your personal way of maintaining perspective • Get frequent support from those you trust • Avoid feeling overwhelmed • Make conscious and deliberate choices Jeanne Hardacre and Jane Keep, CIHM Associates

  5. Ronald .A. Heifetz & Marty Linsky • Looking Outwards: offering tactical advice about relating to your organisation and the people in it – to protect you against those trying to push you aside before you complete your initiative • Looking Inwards: Focusing on your human needs and vulnerabilities. It is designed to keep you from bringing yourself down

  6. Looking Outwards: The Hostile Environment • Operate In and Above the Fray • Court the Uncommitted • Cook the Conflict • Place the Work Where It Belongs

  7. Looking Inwards :The Dangers Within • Manage Your Hungers • Anchor Yourself

  8. A Final Thought –Keith GrintLeadership and Resilience Research Report • There are good reasons to consider that mental toughness is a critical component of success. • Resilience might also generate a defence mechanism that facilitates the avoidance of responsibility and denial of choice when faced with difficult decisions. • It could facilitate an addiction to Command and an allergy to Leadership. • We need wisdom to know when to be resilient and when to recognise that resilience is the problem, not the solution .

  9. Practice –In Pairs-Co-Consulting • Consider a current leadership challenge and consider what you need to do differently/more of in light of the perspectives on resilience you have heard? • 20/30 minutes each

  10. Going Forward • What have we learnt? • What am I thinking/feeling that is different ? • What do I/we need to do more/less of in respect of resilience? • What commitment am I prepared to make?

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