Organizational resilience is traditionally associated with the ability to understand and to respond to the ongoing situation, even under unusual conditions. The capability to detect novel and unexpected situations plays a fundamental role in this process. Following (Simon‚ 1991), we believe that decision premises affect the problem representation and, ultimately, the possibility to detect, interpret and respond to novel situations, thus enhancing resilience. From this perspective, the ability to expand the perceptual limits of observation and to conceive a novel representation of the problem requires revising the initial decision premises. This theory of how organizations learn how to solve novel problems provides the foundation to introduce a role designed to legitimately challenge the decision premises and, ultimately, the spectrum of alternatives that are taken into consideration as possible solutions. To illustrate our proposal to increase organizational resilience, we introduce an exemplary real case stemming from the practice of the emergency management organizations under scrutiny of our research team; this case is reconstructed as a conversational narrative of the two key participants.

Decision Premises, Learning and Organizational Resilience Addressing Novel Adversities / Frigotto, Maria Laura; Gaio, Loris; Narduzzo, Alessandro; Zamarian, Marco. - (2022), pp. 43-64. [10.1007/978-3-030-82072-5_2]

Decision Premises, Learning and Organizational Resilience Addressing Novel Adversities

Frigotto, Maria Laura
Primo
;
Gaio, Loris
Secondo
;
Narduzzo, Alessandro
Penultimo
;
Zamarian, Marco
Ultimo
2022-01-01

Abstract

Organizational resilience is traditionally associated with the ability to understand and to respond to the ongoing situation, even under unusual conditions. The capability to detect novel and unexpected situations plays a fundamental role in this process. Following (Simon‚ 1991), we believe that decision premises affect the problem representation and, ultimately, the possibility to detect, interpret and respond to novel situations, thus enhancing resilience. From this perspective, the ability to expand the perceptual limits of observation and to conceive a novel representation of the problem requires revising the initial decision premises. This theory of how organizations learn how to solve novel problems provides the foundation to introduce a role designed to legitimately challenge the decision premises and, ultimately, the spectrum of alternatives that are taken into consideration as possible solutions. To illustrate our proposal to increase organizational resilience, we introduce an exemplary real case stemming from the practice of the emergency management organizations under scrutiny of our research team; this case is reconstructed as a conversational narrative of the two key participants.
2022
Towards Resilient Organizations and Societies: A Cross-Sectoral and Multi-Disciplinary Perspective
Cham, CH
Palgrave Macmillan; Springer
978-3-030-82071-8
978-3-030-82072-5
Frigotto, Maria Laura; Gaio, Loris; Narduzzo, Alessandro; Zamarian, Marco
Decision Premises, Learning and Organizational Resilience Addressing Novel Adversities / Frigotto, Maria Laura; Gaio, Loris; Narduzzo, Alessandro; Zamarian, Marco. - (2022), pp. 43-64. [10.1007/978-3-030-82072-5_2]
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11572/328223
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