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Informationen zum Autor Doug Strycharczyk , based in Chester, UK, is MD for AQR, an organization which has been instrumental in most of the pilots which lead to the adoption of mental toughness in new sectors. Charles Elvin is Chief Executive of the Institute of Leadership and Management (ILM). He is a highly experienced Director achieving significant commercial results in the business services sector, in particular driving revenue and profit growth in the learning, training and professional development industry. Previous roles include Director of the B2B Division of the Open University, leading the British Standard Institution global commercial learning and training business, and senior roles in leading blue chip companies including UBS and RM. Klappentext Much of the fear and uncertainty surrounding the global recession is concerned with the adverse impact it will have on organisations and society. However! recessions are nothing new. We know from past experience that when a recession is over! there always emerge organisations and individuals who have not only survived but have thrived. They often emerge stronger! fitter and better performing. Developing Resilient Organizations argues that one of the fundamental keys to survival in these circumstances is resilience or mental toughness. It can make challenge and change an opportunity rather than a threat. The book addresses a wide variety of organizational issues including motivation! performance! staff retention! behaviour! trust! attention span and teamwork. With case studies from leading organizations across the public and private sector internationally! it will show you how to develop organizational performance! well being and a positive approach to adversity and change in your organization. Case studies from leading and diverse organizations such as VISA, Ford, Gap, Admiral Insurance, Welsh Government, NHS, Merseytravel, Translink (Queensland Transport Authority), Kuwait Petroleum, UAE Government, SMEs and third sector organisations. Zusammenfassung Develop resilience and mental toughness to produce an adaptive, high performing and engaged organisation with this collection of case studies tackling a wide variety of organisational issues. Inhaltsverzeichnis About the authors Acknowledgements Introduction PART ONE Change in the 21st century 01 A general overview Doug Strycharczyk, CEO of AQR InternationalIn the beginning... So what is this book about? A word about the authors and editors References 02 The new factors Doug Strycharczyk, CEO of AQR InternationalThe employee relationship What is the nature of change? New generations, new attitudes Employability - what this means References 03 Mental toughness Professor Peter Clough, Chair of Applied Psychology at Manchester Metropolitan University, Dr Fiona Earle, Chartered Occupational Psychologist and Psychology Lecturer at the University of Hull, Dr Keith, Chartered Sport and Exercise Psychologist and Senior Lecturer at the University of Hull, Dr John Perry, Senior Lecturer in Sport and Exercise Psychology at Leeds Trinity University, and Doug Strycharczyk, CEO of AQR InternationalWhat is mental toughness? What is the 4 Cs model of mental toughness? Measuring mental toughness Can mental toughness be integrated with the core models prevalent in occupational and in sport psychology? Can we develop a mentally-tough organization? Some final thoughts An important point So... what about the future? References 04 Trust-based leadership and resilient organizations in the 21st century Charles Elvin, CEO of the Institute of Leadership and ManagementSurviving the unexpected Two categories of trust relevant to organizational resilience Suggestions on developing trust Final comments Measuring trust - the Institute of Leadership and Management Inde...
