There is no agreed definition for resiliency in practice, which, much like the early work on Knowledge Management, opens it up to fads and ambiguous practice that lacks an appropriate evidence base. You have probably already seen, through our other blogs, that we are trying to make our approach as transparent as possible.
So, resiliency, how does it happen? Fundamentally, for us, and this is still an evolving body of work, it involves three building blocks (all underpinned by our award-winning K-Core research):
Dynamic – The knowledge skills and behaviours of the individual (underlying human competencies) that inform basic capability
Agile – The capability (see the 12 areas of resilient practice) to scale and swarm dynamic individuals, relevant to the context, around an emerging disturbance
Adaptive – A blend of capability and capacity, where the organisation is proactive, reflects upon the ‘Proposition of the Minimum’ (see bottom diagram) and works to develop the 12 areas of resilient practice (see middle diagram)