Resilience in all its forms
Clarifying the contours of resilience presents a new challenge for researchers wishing to mobilise it in their disciplines. The integration of resilience into different fields is fuelling debate and extending the concept to new frontiers (Cyrulnik, 2014; Grané & Forés, 2019; Puig & Rubio, 2011; Ungar, 2018; Vanistendael, 2014, 2015). Today, resilience affects the humanities, social sciences and management sciences in all their diversity (e.g. information systems, entrepreneurship, marketing, HR, finance, organisational management, strategy, innovation, finance, consumer behaviour, etc.). Resilience can be said to be the capacity of a person or a group to develop well, to continue to project themselves into the future, in the face of destabilising events, difficult living conditions and sometimes severe trauma (Fondation pour l'Enfance, 2001, p.17). Internal and external learning leads people or organisations to adapt to a new reality. However, a scar is always present; it is part of this new life (Vanistendael, 2015). But it does not stop there...
The range of questions raised about resilience in the humanities, social sciences and management sciences has given rise to a number of interesting approaches.
- The first is practical. Faced with an increasingly uncertain environment, the issue of resilience arises for the various players involved. How is this resilience expressed? Can we identify invariants or even evolutionary trajectories?
- The second is methodological. What approaches are relevant for grasping the full complexity of resilience? The third is scientific, and lies in the researcher's obligation to ask questions. Is it possible to describe this phenomenon in its entirety?
This call for papers questions all researchers about their vision of resilience from the point of view of their own disciplinary field, which is very broad.
To what extent has the scale of the crisis we have just been through led to sometimes profound changes in management practices? Are we dealing with transitory changes, or are we seeing permanent changes in favour of more efficient practices (Teneau, 2018; Teneau & Koninck, 2010)? Are these changes intended to affect organisations or individuals? From a methodological point of view, what approaches can be used to understand the different aspects of resilience?
Among the speakers were members of the newsletter, including Nicolas Dufour and Gilles Teneau, who gave a talk on resilience in the face of cyber risks: how can it be made effective? A case study in research and intervention. This was followed by a second presentation by Sophie Agulhon on the contribution of Generation Z to the resilience of organisations. Finally, we took part in a round table discussion on 'Resilience in all its forms' with Messrs Dufour, Teneau and Awata.
Summary AIRMAP congress
On May 24, 25 and 26, 2023, the 12th AIRMAP (International Association for Research in Public Management) colloquium took place in Dijon on the theme “Public management, crises and post-crises : permanence in change ? Several thematic workshops were presented, in particular workshop 4 "Public management, development and resilience of territories: issues, challenges and perspectives" and workshop 13 "Resilience of organizations, resilience of territories: what modes of response to contemporary crises" .
Resilience is thus becoming an increasingly studied theme, particularly in territories becoming more sustainable and having to respond to the various pressures from stakeholders. Several papers were presented, they are listed below:
• "Territories in the face of shocks: What role for local authority leaders in building resilience capacities? Conceptualization proposal." Oriol Gillian, Du Boys Celine and Soldo Edina
• "Sensemaking and behavioral economics, a combined approach to analyze the resilience of local authorities in times of crisis." Delabarre Aude and Alexandre-Bourhis Nathalie
• "Building vs Dwelling during an industrial accident : a spatial perspective." Gisquet Elsa et Duymedjian Raffi
• "From one crisis to another, resilience and differentiated organizational learning: the case of the Orléans Museum of Fine Arts."Tanchoux Philippe, Abrioux Florence and Spieth Gregory
• "Storytelling and theatrical practice as vectors of resilience in the face of the ecological crisis: case of a coastal community."Bernard-Louise
• "700 years of entrenchment hit by major challenges : collapse or adaptation ? The case of the ONF's forestry planning routine." Frederic Bonin
• "The performance of institutional logistics, lever of resilience for decentralized public action ?" Le Goff Joan and Kaposztas Flore
• "How does NPM weaken the building of resilience in public organizations?" Masou Roula and Gangloff Florence
• "To delegate or not to delegate in a crisis situation ? Opinions of health professionals on delegation, for resilient and efficient teams." Chest Lara, Le Bris Sophie and Martin Dominique
“Resilience is an ability to cope with crises, situations that break with routines, a risk of collapse or blockage. Organizational learning is a driving force of resilience (Meyer, 1982). A resilient territory must also deal with war-type and health crises. Resilience is possible through unifying actions and small victories. Adaptation is based on the premises of resilience. It is adaptive DIY, back and forth shaped by the environment. The individual dimension is also important since resilience is a phenomenon of repetition, a certain learning process. The first crisis allows a living memory or archive effect. The strength of resilience depends on the capacity of the actors" ("From one crisis to another, resilience and differentiated organizational learning: the case of the Orléans Museum of Fine Arts."Tanchoux Philippe, Abrioux Florence and Spieth Grégory ).
Bernard Louise was interested in the territorial projects of La Rochelle on carbon neutrality, which impacts the way of life and a cultural change. The individual responsibility of individuals is important. The arts would make it possible to open up new ways of seeing, of apprehending, which would ultimately make it possible to mobilize the inhabitants of the territory through public interventions (Bergeron) and nudges (Thaler and Sunstein). The use of stories (Boje) is also possible. The narrative approach could therefore complement the tools of territorial resilience.
Finally, a study focuses on the role of leaders of local authorities in strengthening the dynamic capacities of territorial resilience. Senior Public Managers must anticipate crises in order to deal with them (Boin). Resilience can be seen as an outcome or a process. There is individual resilience (psychology, temperament, adaptability) and organizational resilience (Boin). The local authority is a pivotal player in the resilience of the territory because it coordinates technically and organizationally. Thus the development of dynamic capacities induces change and is formalized by learning. Managerial intentionality is at the heart of reinforcement (Teece). The resilience rooted in crisis projects is conducive to learning. The resilience of communities is to face crises, change, anticipate, but this poses a concern with New Public Management which is not very flexible, and therefore involves an overhaul of public management.