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Exploring Resilience: in the Face of Trauma

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  • Shana Hormann

    (Antioch University Seattle)

Abstract

What exactly is that quality of resilience that carries people, organizations, and communities through traumatic times? As a construct, resilience is built on the underlying assumption that an individual or organization has undergone a situation of ‘significant adversity’ and has adapted positively, returning to or increasing in performance and psychological wellbeing (Riolli and Savicki Omega, 31(3): 227–233, 2003; Sutcliffe and Vogus 2003). Definitions of resilience range on a continuum from survival to adaptation to competence to healing to hardiness to robustness to wellness (Werner American Psychological Society 81–85, 1995; Masten and Coatsworth American Psychologist, 53(2): 205–220, 1998; Luthar et al. Child Development, 71(3): 573–575, 2000; Coutu Harvard Business Review, 80(5): 46–52, 2002; Maddi 2002). Resilience is an important quality for leaders who are committed to the health of organizations. Organizational health is negatively impacted by organizational trauma; parallel to individuals’ experiences, group and organizational cultures and dynamics are wounded by trauma. While leaders cannot always protect organizations from trauma, leaders can strengthen resilience, recognize when trauma occurs, address the trauma effectively, and protect the system from spiraling into traumatization (Vivian and Hormann O.D. Practitioner, 34(4): 52–57, 2002). This paper offers recommendations for addressing organizational trauma as well as strengthening resilience, individually and collectively. Stories are shared from several organizations, demonstrating the importance of leadership and resilience in the face of trauma.

Suggested Citation

  • Shana Hormann, 2018. "Exploring Resilience: in the Face of Trauma," Humanistic Management Journal, Springer, vol. 3(1), pages 91-104, July.
    • Handle: RePEc:spr:humman:v:3:y:2018:i:1:d:10.1007_s41463-018-0035-0
    DOI: 10.1007/s41463-018-0035-0
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    References listed on IDEAS

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    1. Kuntz, Joana R. C. & Näswall, Katharina & Malinen, Sanna, 2016. "Resilient Employees in Resilient Organizations: Flourishing Beyond Adversity," Industrial and Organizational Psychology, Cambridge University Press, vol. 9(2), pages 456-462, June.
    2. Riolli, Laura & Savicki, Victor, 2003. "Information system organizational resilience," Omega, Elsevier, vol. 31(3), pages 227-233, June.
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    Cited by:

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    2. Cinzia Daraio & Alessio Vaccari, 2019. "Sorting out Guidelines for a Good Evaluation of Research Practices.Towards the Assessment of Researcher’s Virtues," DIAG Technical Reports 2019-10, Department of Computer, Control and Management Engineering, Universita' degli Studi di Roma "La Sapienza".
    3. Vanessa Schäffner, 2021. "Between Real World and Thought Experiment: Framing Moral Decision-Making in Self-Driving Car Dilemmas," Humanistic Management Journal, Springer, vol. 6(2), pages 249-272, July.
    4. Michael Pirson, 2018. "Humanistic Management – Sucks Less and Better for your Health," Humanistic Management Journal, Springer, vol. 3(1), pages 1-7, July.
    5. Cinzia Daraio & Alessio Vaccari, 2020. "Using normative ethics for building a good evaluation of research practices: towards the assessment of researcher’s virtues," Scientometrics, Springer;Akadémiai Kiadó, vol. 125(2), pages 1053-1075, November.
    6. Cinzia Daraio & Alessio Vaccari, 2021. "How should evaluation be? Is a good evaluation of research also just? Towards the implementation of good evaluation," LEM Papers Series 2021/39, Laboratory of Economics and Management (LEM), Sant'Anna School of Advanced Studies, Pisa, Italy.
    7. Cinzia Daraio & Alessio Vaccari, 2019. "Sorting out Guidelines for the Good Evaluation of Research Practices," DIAG Technical Reports 2019-02, Department of Computer, Control and Management Engineering, Universita' degli Studi di Roma "La Sapienza".

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