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4 Leadership in Organizational Resilience
Pages 39-50

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From page 39...
... The audience also heard about a variety of pathways to healthy, resilient organizations, he said, before asserting that there is "not a cookie cutter approach." Organizations must customize their methods and initiatives to meet their own unique organizational circumstances and employees. That said, a common thread that is or should be across all approaches is human centeredness and a focus on human behavior, he added.
From page 40...
... workforce to measure attitudes, opinions, and work experience. Part of this survey looks at resilience using the Brief Resilience Scale, which asks people to rate themselves on six statements (Smith et al., 2008)
From page 41...
... When organizations take on the shared responsibility for employees' mental health by creating a supportive environment, they create a culture in which employees can thrive and do their best work. In addition, said Ballard, a positive work environment makes employees feel they are being treated fairly by their employer, which has farreaching implications.
From page 42...
... Health promotion and wellness efforts are part of a psychologically healthy workplace, but these efforts interact with and work in tandem with growth and development opportunities, work–life balance, the opportunities to be involved and recognized in the workplace, and good communication. Employee well-being and organizational functioning are affected by these factors that also affect each other, said Ballard.
From page 43...
... " Gaudet said that designing health care in this way is "not just adding a little fluff around the corners," but about fundamentally changing how health care works. There is an enormous amount of enthusiasm and momentum for this transformation, she said, and it is "largely because the health care professionals and the employees want and need this." While disease care is still important, she acknowledged, this transformation is about rewiring the system so all aspects of health and well-being are at the center, rather than solely focusing on disease.
From page 44...
... She added that when people reflect on how a practice affected their work, they "begin to see the benefits -- the personal benefits and the professional benefits -- and it begins to shift the culture." Gaudet described shifting the culture of well-being at work as similar to rewiring the entire health care system. Instead of focusing on fixing what is wrong, the focus needs to be on proactively cultivating well-being and health.
From page 45...
... Eliot encountered was resistance from providers when he talked about the importance of the consumer experience in health care. "We are not serving hamburgers, we are saving lives," they
From page 46...
... Rather, they compare and choose travel experiences based on the hospitality, food, and general experience. Similarly, patients are now choosing health care based on their overall experience in the health care setting, not on the skills and training and competency of the providers.
From page 47...
... Crewe started by noting that social workers are exposed to stress through work with individuals, groups, organizations, and communities, and even sometimes from questions from family and acquaintances. Through this work, social workers bear the stress of others, experiencing "vicarious trauma, historical trauma, secondary traumatic stress, compassion fatigue, and burnout," said Crewe.
From page 48...
... She said, "We should not need to be extraordinary to be good health care providers." Crewe concurred with this idea, and added that "for those who are resilient, there are always those who are not." Both resilient and nonresilient people are deserving of attention and care, she said. McClain joined the discussion saying that he compares resilience to water rolling off a duck's back -- the stresses and upsetting situations of social work "roll off" a resilient person and do not affect their functioning.
From page 49...
... He told participants that when he was in seventh grade, he moved from a predominantly black community to a predominantly white community, and he found himself believing that his white classmates were better than he. Despite becoming salutatorian of his class, these feelings persisted, and it took personal cognitive work to prevent it carrying into his professional work.
From page 50...
... This allowed employees to work from home when the weather conditions were bad, and it permitted flexible teleworking for those who were approved. In his current position, staff are allowed to use a compressed workweek, in which employees work the same number of hours each pay period, but in 9 days instead of 10.


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