RESILIENT THINKING :: protecting organisations in the 21st century.
Understand how organisations think, plan and deliver on the resilience 'mission' and how they should adapt when challenges arise As the title suggests, Wood argues that all employees need to adopt 'resilient thinking' in order for their organisation to survive unprecedented circu...
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
[Place of publication not identified] :
IT GOVERNANCE PUBLISHING,
2023.
|
| Subjects: | |
| Online Access: | DE-862 DE-863 |
| Summary: | Understand how organisations think, plan and deliver on the resilience 'mission' and how they should adapt when challenges arise As the title suggests, Wood argues that all employees need to adopt 'resilient thinking' in order for their organisation to survive unprecedented circumstances. |
| Physical Description: | 1 online resource. |
| ISBN: | 9781787784222 1787784223 9781787784208 1787784207 |
Staff View
MARC
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| 505 | 0 | |a Cover -- Title -- Copyright -- Preface -- About The Author -- Acknowledgements -- Contents -- Introduction to the second edition -- Chapter 1: A world of difficulty -- Thinking about the context -- Slow and rapid onset -- Changing pace -- The flimsy connections that hold us together -- COVID-19 and Russia -- Communication in the interdependent world -- Information and perceptions in society -- Technology, messages and management -- Chapter 2: Looking to our future -- The future and resilience -- Predictable and unpredictable -- Thinking about impacts -- How far ahead can you see? | |
| 505 | 8 | |a Do you want to see? -- Try facing realities -- An example -- Bias, prediction and organisational failure -- Forecasting disadvantages -- Looking ahead -- Scenario studies and strategic foresight -- Summary -- Chapter 3: Organisational resilience -- Principles and ideas -- Definitions -- Ability -- An organisation -- Anticipate and prepare -- Respond and adapt -- Incremental change v sudden disruptions -- Sudden disruptions -- Survive and prosper -- Shock absorption -- VUCA -- Functions and components -- And conflict -- Criticality in organisations -- Systems -- Time | |
| 505 | 8 | |a Phases of response and recovery -- Phase attributes -- Impact analysis and response -- Preparedness -- Barriers and accelerators of capability -- Consequence perception changes -- Changed environment? -- Business fit -- Money matters -- The structures of resilience -- Thoughts on plans and people -- People as a problem -- Looking in the right direction -- Persuasion and sales -- Summary -- Chapter 4: The spaghetti bowl of resilience -- The secret art -- Challenges and silos -- Thoughts on resilience planning -- Parts of the whole -- Making the parts coherent -- The business context -- Summary | |
| 505 | 8 | |a Chapter 5: Crisis -- Thinking about crisis -- Crisis in context -- A crisis case study -- RMS Titanic -- Crisis influences -- Levels of understanding -- Standard responses -- Roles and capabilities of effective crisis responders -- Summary and conclusion -- Chapter 6: Organisational behaviour influences -- Organisational risk and impact preparedness -- Why most organisations are unprepared -- Resilience management -- Capability and culture -- The selection and allocation of resource for resilience -- Attributes of prepared organisations -- Human factors in organisational resilience | |
| 505 | 8 | |a Failure, cause and effect -- Hierarchies and power -- Compliance and deference -- Self-analysis -- Spooks and snipers -- Summarising organisational behaviour -- Chapter 7: Breaking free from conventional thought -- The twenty-first century checklister -- The failings of experience -- Continuity of operations -- The stovepipe and the silo (again) -- Thinking your way out of it -- The concept of creative dissent -- Summary -- Chapter 8: Problems and responses -- Facing problems -- Thinking -- Event and incident blending -- Thinking like your problem -- Risks -- The pond and the pebble | |
| 520 | |a Understand how organisations think, plan and deliver on the resilience 'mission' and how they should adapt when challenges arise As the title suggests, Wood argues that all employees need to adopt 'resilient thinking' in order for their organisation to survive unprecedented circumstances. | ||
| 650 | 0 | |a Risk management. |0 http://id.loc.gov/authorities/subjects/sh85114200 | |
| 650 | 0 | |a Risk assessment. |0 http://id.loc.gov/authorities/subjects/sh87002638 | |
| 650 | 0 | |a Emergency management. |0 http://id.loc.gov/authorities/subjects/sh91000441 | |
| 650 | 6 | |a Gestion du risque. | |
| 650 | 6 | |a Évaluation du risque. | |
| 650 | 7 | |a risk management. |2 aat | |
| 650 | 7 | |a risk assessment. |2 aat | |
| 650 | 7 | |a COMPUTERS / System Administration / Disaster & Recovery. |2 bisacsh | |
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| contents | Cover -- Title -- Copyright -- Preface -- About The Author -- Acknowledgements -- Contents -- Introduction to the second edition -- Chapter 1: A world of difficulty -- Thinking about the context -- Slow and rapid onset -- Changing pace -- The flimsy connections that hold us together -- COVID-19 and Russia -- Communication in the interdependent world -- Information and perceptions in society -- Technology, messages and management -- Chapter 2: Looking to our future -- The future and resilience -- Predictable and unpredictable -- Thinking about impacts -- How far ahead can you see? Do you want to see? -- Try facing realities -- An example -- Bias, prediction and organisational failure -- Forecasting disadvantages -- Looking ahead -- Scenario studies and strategic foresight -- Summary -- Chapter 3: Organisational resilience -- Principles and ideas -- Definitions -- Ability -- An organisation -- Anticipate and prepare -- Respond and adapt -- Incremental change v sudden disruptions -- Sudden disruptions -- Survive and prosper -- Shock absorption -- VUCA -- Functions and components -- And conflict -- Criticality in organisations -- Systems -- Time Phases of response and recovery -- Phase attributes -- Impact analysis and response -- Preparedness -- Barriers and accelerators of capability -- Consequence perception changes -- Changed environment? -- Business fit -- Money matters -- The structures of resilience -- Thoughts on plans and people -- People as a problem -- Looking in the right direction -- Persuasion and sales -- Summary -- Chapter 4: The spaghetti bowl of resilience -- The secret art -- Challenges and silos -- Thoughts on resilience planning -- Parts of the whole -- Making the parts coherent -- The business context -- Summary Chapter 5: Crisis -- Thinking about crisis -- Crisis in context -- A crisis case study -- RMS Titanic -- Crisis influences -- Levels of understanding -- Standard responses -- Roles and capabilities of effective crisis responders -- Summary and conclusion -- Chapter 6: Organisational behaviour influences -- Organisational risk and impact preparedness -- Why most organisations are unprepared -- Resilience management -- Capability and culture -- The selection and allocation of resource for resilience -- Attributes of prepared organisations -- Human factors in organisational resilience Failure, cause and effect -- Hierarchies and power -- Compliance and deference -- Self-analysis -- Spooks and snipers -- Summarising organisational behaviour -- Chapter 7: Breaking free from conventional thought -- The twenty-first century checklister -- The failings of experience -- Continuity of operations -- The stovepipe and the silo (again) -- Thinking your way out of it -- The concept of creative dissent -- Summary -- Chapter 8: Problems and responses -- Facing problems -- Thinking -- Event and incident blending -- Thinking like your problem -- Risks -- The pond and the pebble |
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| illustrated | Not Illustrated |
| indexdate | 2025-04-11T08:48:08Z |
| institution | BVB |
| isbn | 9781787784222 1787784223 9781787784208 1787784207 |
| language | English |
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| spelling | WOOD, PHILLIP. RESILIENT THINKING : protecting organisations in the 21st century. [Place of publication not identified] : IT GOVERNANCE PUBLISHING, 2023. 1 online resource. text txt rdacontent computer c rdamedia online resource cr rdacarrier Print version record. Cover -- Title -- Copyright -- Preface -- About The Author -- Acknowledgements -- Contents -- Introduction to the second edition -- Chapter 1: A world of difficulty -- Thinking about the context -- Slow and rapid onset -- Changing pace -- The flimsy connections that hold us together -- COVID-19 and Russia -- Communication in the interdependent world -- Information and perceptions in society -- Technology, messages and management -- Chapter 2: Looking to our future -- The future and resilience -- Predictable and unpredictable -- Thinking about impacts -- How far ahead can you see? Do you want to see? -- Try facing realities -- An example -- Bias, prediction and organisational failure -- Forecasting disadvantages -- Looking ahead -- Scenario studies and strategic foresight -- Summary -- Chapter 3: Organisational resilience -- Principles and ideas -- Definitions -- Ability -- An organisation -- Anticipate and prepare -- Respond and adapt -- Incremental change v sudden disruptions -- Sudden disruptions -- Survive and prosper -- Shock absorption -- VUCA -- Functions and components -- And conflict -- Criticality in organisations -- Systems -- Time Phases of response and recovery -- Phase attributes -- Impact analysis and response -- Preparedness -- Barriers and accelerators of capability -- Consequence perception changes -- Changed environment? -- Business fit -- Money matters -- The structures of resilience -- Thoughts on plans and people -- People as a problem -- Looking in the right direction -- Persuasion and sales -- Summary -- Chapter 4: The spaghetti bowl of resilience -- The secret art -- Challenges and silos -- Thoughts on resilience planning -- Parts of the whole -- Making the parts coherent -- The business context -- Summary Chapter 5: Crisis -- Thinking about crisis -- Crisis in context -- A crisis case study -- RMS Titanic -- Crisis influences -- Levels of understanding -- Standard responses -- Roles and capabilities of effective crisis responders -- Summary and conclusion -- Chapter 6: Organisational behaviour influences -- Organisational risk and impact preparedness -- Why most organisations are unprepared -- Resilience management -- Capability and culture -- The selection and allocation of resource for resilience -- Attributes of prepared organisations -- Human factors in organisational resilience Failure, cause and effect -- Hierarchies and power -- Compliance and deference -- Self-analysis -- Spooks and snipers -- Summarising organisational behaviour -- Chapter 7: Breaking free from conventional thought -- The twenty-first century checklister -- The failings of experience -- Continuity of operations -- The stovepipe and the silo (again) -- Thinking your way out of it -- The concept of creative dissent -- Summary -- Chapter 8: Problems and responses -- Facing problems -- Thinking -- Event and incident blending -- Thinking like your problem -- Risks -- The pond and the pebble Understand how organisations think, plan and deliver on the resilience 'mission' and how they should adapt when challenges arise As the title suggests, Wood argues that all employees need to adopt 'resilient thinking' in order for their organisation to survive unprecedented circumstances. Risk management. http://id.loc.gov/authorities/subjects/sh85114200 Risk assessment. http://id.loc.gov/authorities/subjects/sh87002638 Emergency management. http://id.loc.gov/authorities/subjects/sh91000441 Gestion du risque. Évaluation du risque. risk management. aat risk assessment. aat COMPUTERS / System Administration / Disaster & Recovery. bisacsh Print version: WOOD, PHILLIP. RESILIENT THINKING. [Place of publication not identified] : IT GOVERNANCE PUBLISHING, 2023 1787784193 (OCoLC)1381546933 |
| spellingShingle | WOOD, PHILLIP RESILIENT THINKING : protecting organisations in the 21st century. Cover -- Title -- Copyright -- Preface -- About The Author -- Acknowledgements -- Contents -- Introduction to the second edition -- Chapter 1: A world of difficulty -- Thinking about the context -- Slow and rapid onset -- Changing pace -- The flimsy connections that hold us together -- COVID-19 and Russia -- Communication in the interdependent world -- Information and perceptions in society -- Technology, messages and management -- Chapter 2: Looking to our future -- The future and resilience -- Predictable and unpredictable -- Thinking about impacts -- How far ahead can you see? Do you want to see? -- Try facing realities -- An example -- Bias, prediction and organisational failure -- Forecasting disadvantages -- Looking ahead -- Scenario studies and strategic foresight -- Summary -- Chapter 3: Organisational resilience -- Principles and ideas -- Definitions -- Ability -- An organisation -- Anticipate and prepare -- Respond and adapt -- Incremental change v sudden disruptions -- Sudden disruptions -- Survive and prosper -- Shock absorption -- VUCA -- Functions and components -- And conflict -- Criticality in organisations -- Systems -- Time Phases of response and recovery -- Phase attributes -- Impact analysis and response -- Preparedness -- Barriers and accelerators of capability -- Consequence perception changes -- Changed environment? -- Business fit -- Money matters -- The structures of resilience -- Thoughts on plans and people -- People as a problem -- Looking in the right direction -- Persuasion and sales -- Summary -- Chapter 4: The spaghetti bowl of resilience -- The secret art -- Challenges and silos -- Thoughts on resilience planning -- Parts of the whole -- Making the parts coherent -- The business context -- Summary Chapter 5: Crisis -- Thinking about crisis -- Crisis in context -- A crisis case study -- RMS Titanic -- Crisis influences -- Levels of understanding -- Standard responses -- Roles and capabilities of effective crisis responders -- Summary and conclusion -- Chapter 6: Organisational behaviour influences -- Organisational risk and impact preparedness -- Why most organisations are unprepared -- Resilience management -- Capability and culture -- The selection and allocation of resource for resilience -- Attributes of prepared organisations -- Human factors in organisational resilience Failure, cause and effect -- Hierarchies and power -- Compliance and deference -- Self-analysis -- Spooks and snipers -- Summarising organisational behaviour -- Chapter 7: Breaking free from conventional thought -- The twenty-first century checklister -- The failings of experience -- Continuity of operations -- The stovepipe and the silo (again) -- Thinking your way out of it -- The concept of creative dissent -- Summary -- Chapter 8: Problems and responses -- Facing problems -- Thinking -- Event and incident blending -- Thinking like your problem -- Risks -- The pond and the pebble Risk management. http://id.loc.gov/authorities/subjects/sh85114200 Risk assessment. http://id.loc.gov/authorities/subjects/sh87002638 Emergency management. http://id.loc.gov/authorities/subjects/sh91000441 Gestion du risque. Évaluation du risque. risk management. aat risk assessment. aat COMPUTERS / System Administration / Disaster & Recovery. bisacsh |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85114200 http://id.loc.gov/authorities/subjects/sh87002638 http://id.loc.gov/authorities/subjects/sh91000441 |
| title | RESILIENT THINKING : protecting organisations in the 21st century. |
| title_auth | RESILIENT THINKING : protecting organisations in the 21st century. |
| title_exact_search | RESILIENT THINKING : protecting organisations in the 21st century. |
| title_full | RESILIENT THINKING : protecting organisations in the 21st century. |
| title_fullStr | RESILIENT THINKING : protecting organisations in the 21st century. |
| title_full_unstemmed | RESILIENT THINKING : protecting organisations in the 21st century. |
| title_short | RESILIENT THINKING : |
| title_sort | resilient thinking protecting organisations in the 21st century |
| title_sub | protecting organisations in the 21st century. |
| topic | Risk management. http://id.loc.gov/authorities/subjects/sh85114200 Risk assessment. http://id.loc.gov/authorities/subjects/sh87002638 Emergency management. http://id.loc.gov/authorities/subjects/sh91000441 Gestion du risque. Évaluation du risque. risk management. aat risk assessment. aat COMPUTERS / System Administration / Disaster & Recovery. bisacsh |
| topic_facet | Risk management. Risk assessment. Emergency management. Gestion du risque. Évaluation du risque. risk management. risk assessment. COMPUTERS / System Administration / Disaster & Recovery. |
| work_keys_str_mv | AT woodphillip resilientthinkingprotectingorganisationsinthe21stcentury |