So Who is Resilyence?
Resilyence specialises in organisational risk, learning and human judgement and decision making at work.
Our focus is on understanding people, how to effectively communicate and engage with your staff.
All our methods are based on the social psychology of risk which provides organisations an understanding of how social arrangement and our environments can and do affect our work place.
Resilyence has developed a workshop series that utilises interactive tools and evidenced based interventions designed to enhance workplace relationships, culture, learning and the management of risk.
The Resilyence Philosophy
Our philosophy is humanising the workplace. We understand that organisations must understand what it is to be resilient. Resilience is about learning, adapting, knowing, relating, conversing, engaging, being mindful and more importantly understanding people matter.
Weick sums it all up so eloquently in his book Managing the Unexpected, “Nowhere in this book will you find any mention of perfection, zero errors, flawless performance, or infallible humans. That’s because “human fallibility is like gravity, weather, and terrain, just another foreseeable hazard”’ (Weick (2007) p.68)
Resilience is understanding that no system is perfect, that learning from errors is important, that understanding errors will occur. It’s not the focus of ‘no error’ or ‘error free’ it’s a focus of understanding there will be error. It’s how you are able to move forward and learn despite the error(s), allowing the system to keep functioning. That is because the system is not the focus it’s the people that are the focus. If we focus on people we understand that people will manage the unexpected far better than a system will. A system is rigid and static and cannot adapt and if we solely rely on that system we will fall apart. If we understand that people are the key to adapting the system to move on then the organisation has the capacity to be more resilient.
Weick alludes to the key being about knowledge, “…these pathways to resilience demand deep knowledge of the technology, the system, one’s coworkers, and most of all, oneself.” (Weick (2007) p.14)