Changing poison into medicine: how companies can experience positive transformation from a crisis

Citation

Clair, J.A. (2007), "Changing poison into medicine: how companies can experience positive transformation from a crisis", Human Resource Management International Digest, Vol. 15 No. 6. https://doi.org/10.1108/hrmid.2007.04415fad.010

Changing poison into medicine: how companies can experience positive transformation from a crisis

Changing poison into medicine: how companies can experience positive transformation from a crisis

Clair J.A., Dufresne R.L. Organizational Dynamics (USA), 2007, Vol. 36 No. 1, Start page: 63, No. of pages: 15

Purpose – To investigate how organizations can move beyond crisis recovery and develop organizational renewal and hyper-resilience. Design/methodology/approach – Suggests that leaders can turn the toxicity and damage from a crisis into substantial learning and improved performance and develop “hyper-resilience”. Drawing on examples of organizational hyper-resilience, discusses six positive consequences an organization can experience following a crisis including, among others, how crisis can result in increased awareness of organizational vulnerability and highlights how leaders and managers can develop a better appreciation of the wholeness of organizational life as a result of their experiences. Looks at why some organizations fail to change poison into medicine and identifies three distinct forms of commitment necessary if organizations are to reap positives from crisis situations. Originality/value – Provides insights into how companies can gain from crisis situations.ISSN: 0090-2616Reference: 36AL578

Keywords: Organizational performance, Organizational behaviour, Organizational effectiveness, Resistance