Résilience, Temporalités et Continuité d'Activité

The various definitions of resilience differ in two key dimensions (BOIN & EETEN, 2013): some definitions focus on resilience as the ability to return to a normal state, while others include the ability to emerge stronger from a crisis through learning. Discussing resilience in relation to these two perspectives highlights a temporal divide between decisions made immediately, in a matter of seconds (WEICK & SUTCLIFFE, 2007), and decisions made later, over a period of years (HOLLNAGEL et al., 2009), depending on whether the focus is on business continuity in action or on the business continuity plan. Between the short term and the long term, between processes in action and processes in the making, the articulation of temporalities remains problematic. From this perspective, how do analytical approaches to resilience (such as those of WESTRUM 2006, HOLLNAGEL, 2006) or resilience engineering address the distinct timeframes associated with the concept? And how does the business continuity plan enable actors to articulate the short time frame for carrying out the activity with the long time frame for learning?