Perturbations, disruptions, crises, disasters, and catastrophes that are perceived to be a sudden and deep challenge to national, community, organizational, team, and individual cosmologies (Weick, 1993; O’Grady & Orton, 2016; Orton & O’Grady, 2016).
Published in Chapter:
Managing the Hell Out of Organizational Trauma: An Introduction to Five Resilience Leadership Skills
Kari A. O'Grady (Brigham Young University, USA), J. Douglas Orton (Center for Trauma Studies and Resilience Leadership, USA), and Andrew Moffitt (Brigham Young University, USA)
Copyright: © 2021
|Pages: 31
DOI: 10.4018/978-1-7998-7016-6.ch006
Abstract
A vicarious 15-hike executive leadership resilience incubator in Mann Gulch, Montana, permits readers to upgrade their resilience leadership skills. Monday's hikes focus on sense-receiving, skills such as the leveraging of received national cosmologies, received community cosmologies, and received organizational cosmologies. Tuesday's hikes focus on sense-losing skills, moving from initial retentive sense-losing through a vicious cycle of selective sense-losing to the brutally honest audits of enactive sense-losing. Wednesday's hikes focus on sense-improvising skills by differentiating among temporality sense-improvising, identity sense-improvising, and social sense-improvising. Thursday's hikes focus on sense-remaking skills, moving from the enactive sense-remaking period through the virtuous cycle of selective sense-remaking to the retentive sense-remaking hinge between the catastrophe and the post-catastrophe. Friday's hikes focus on sense-transmitting skills, leveraging transmitted organizational cosmologies, transmitted community cosmologies, and transmitted national cosmologies. This chapter explores these five resilience leadership skills.