Resilient Thinking

Resilient Thinking: Protecting Organisations in the 21st Century

PHILLIP WOOD
Copyright Date: 2012
Published by: IT Governance Publishing
Pages: 135
https://www.jstor.org/stable/j.ctt5hh5vv
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  • Book Info
    Resilient Thinking
    Book Description:

    In Resilient Thinking, Phillip Wood discusses the importance of thinking laterally about potential impacts on your organisation and examines a ‘thinking’ approach to resilience management. As you read this book, you will learn how to: optimise profitability by thinking about how to make the right decisions for your organisation in the current business climate, recognise potential risks and threats to your organisation and minimise impact, should the worst happen, understand the drawbacks of 'silo' operations and obtain the buy-in of all employees and departments to your resilience planning, improve your efficiency and profitability, as you critically assess your organisation's strengths and weaknesses, put plans in place which are cost-effective, relevant, workable and reality-based, and which will enable a return to ‘business as usual’ as quickly as possible after an incident, protect your organisation's assets and key stakeholder relationships, maintain your competitive edge, as you draw on knowledge gained through your experience and that of your competitors.

    eISBN: 978-1-84928-434-9
    Subjects: Technology

Table of Contents

  1. Front Matter
    (pp. 2-4)
  2. PREFACE
    (pp. 5-6)
  3. ABOUT THE AUTHOR
    (pp. 7-7)
  4. ACKNOWLEDGEMENTS
    (pp. 7-8)
  5. Table of Contents
    (pp. 9-10)
  6. INTRODUCTION
    (pp. 11-12)

    As we make the journey through the world of resilience together, we are going to look at organisations as vulnerable entities. And we’re going to try to direct our focus firmly away from ‘stovepipe’ or ‘silo’ thinking. Business continuity, security, health and safety, emergency planning, disaster recovery, and so on, are all different elements of resilience. That’s my view and I’m sticking to it. When an organisation is targeted, or an accident happens which affects it, the impact is not just in one area, at one time, at one level and aimed at one function, and your mindset needs to...

  7. CHAPTER 1: THE SPAGHETTI BOWL OF RESILIENCE
    (pp. 13-29)

    In this introductory chapter, we will have a look at the idea of resilience as a tricky subject, the influence of people, and the concept of planning. We will also consider the idea of resilience as a whole formed of various components.

    Let’s face it, not only is the world difficult and dangerous, it’s also cut-throat and competitive. The resilience industry is no less a warzone than any other, and competition and jockeying for position are understandably common. What is interesting to me is that resilience professionals and practitioners – business continuity, security and safety managers, for example – although they often...

  8. CHAPTER 2: LOOKING FOR WHAT’S COMING OVER THE HILL
    (pp. 30-49)

    In this chapter, we will move on from principles and consider the need to anticipate what may be coming next.

    The world is getting too hot; the world is going to get too cold; we’re going to run out of water; we’re all going to drown in floods. Oil’s on the way out; oil costs a fortune; the West is doomed, and it’s all going to end this year or next year; cyber spooks and terrorists are going to destroy the Internet; there’s a big asteroid out there in space heading for us. There will be a plague of locusts,...

  9. CHAPTER 3: IS YOUR BUSINESS PREPARED? ARE YOU PREPARED?
    (pp. 50-70)

    In this chapter, we will discuss the fundamental issues relating to organisational preparedness, planning and the organisation’s attitude, and think further about the problems caused by our people …

    So far, we’ve been looking at the way that your business and you as an individual can start to think your way into some degree of resilience against what could happen. You can help yourself by considering, thinking, mulling things over, and taking an adaptive and flexible approach to what could come next. The fact that you’re reading this probably indicates that you have some level of interest in the subject...

  10. CHAPTER 4: BREAKING FREE FROM CONVENTIONAL THOUGHT
    (pp. 71-93)

    In this chapter, we will cover the need to move on from the idea that models and frameworks are fully effective, and think about the need to develop originality in thought.

    Up to this point, we have only briefly discussed the checklist culture, and the idea that it can be useful for some people to rely upon frameworks to provide them with the guidance that they need to conduct their essential activities. This is fine if you want to be limited and engender a dependence upon recycled information which may not necessarily be applicable in all cases. The fact that...

  11. CHAPTER 5: PROBLEMS AND RESPONSES
    (pp. 94-129)

    In this chapter, we are going to consider the issues related to some core risk problems – we’re also going to review some ideas about the stasis of thought that we need to overcome to be effective.

    In the finer traditions of this book, we are not going to provide any checklists, or refer you to any standards or any other easy answers to difficult questions. The idea is that we need to consider the thinking processes that need to be gone through, or at least considered by an effective resilience professional who is going make the effort to work over...

  12. CHAPTER 6: CASE STUDY
    (pp. 130-131)

    All good books should have a twist in the tale and this is mine. If you were looking forward to a discussion of the lessons learned from Chernobyl/tsunami/volcano/oilspills/banking crises and so on, then there are many ways to read those and many places to find them. Useful as they are, they are stories of what happened elsewhere in time, space and circumstance. We can learn many lessons from them because case studies are unarguably extremely important learning tools. However, not in this book, or for our purposes.

    The best case study to allow you to build awareness is to look...

  13. ITG RESOURCES
    (pp. 132-135)