Organizations that have undergone organizational crisis (dismissal, replacement of management, acquisition / merger, financial difficulties, employee death, etc.) are usually reexamined of structure, strategy, recruitment, and more. They do not always spend time, money and organizational energies in their employees and mental and mental state. Sometimes there is a fear of assembling the workers and raising the difficulty as a result of the crisis, lest this result in disintegration or stabbing. The opposite is correct! When a crisis occurs in an organization (just like in the family) and it is not organized, there are precipitation and feelings around the crisis that appear directly on the outputs and quality of work in the organization. The atmosphere is tense, sometimes they work in a technical and monotonous manner and with minimal effort, and sometimes an informal conversation is organized which is much more destructive in terms of the organization. Paradoxically, when we try not to think about something, we create in our minds a constant thought about the same, in fact it’s the only thing we can think of. The energy invested in trying not to deal with the difficulty is enormous, and comes at the expense of our physical and mental health and at the expense of the efficiency and effectiveness of our work.
Organizations that understand that the basis for success is a satisfied human capital, happy and committed to the organization, are those who will invest in routine in general and in situations of crisis and emergency especially, in building personal and organizational resilience in order to succeed in achieving organizational goals in an optimal manner.
Building organizational resilience
An organization, like a person, uses the powers and resources of overcoming difficulties. Every organization has its own stories of coping and resilience. Every person in the organization has in his life experience stories of coping and strength of his own. The processing of the organizational stories and their expansion enable a good and improved coping ability over time.
Through a structured and short-term process, which includes group workshops and personal mentoring for managers, employees can be provided with tools to deal with the crisis and thus enable organizational growth.
Employee as a leader in change
Working in an organization that has experienced a significant crisis / change, this will manifest itself in its functioning and commitment to the organization. Many times during the change of the organization works on “Neutral”, and everyone is overwhelmed with anxiety and pressure, do only what is necessary and experience a kind of paralysis in moving processes and workers. If we provide crisis support and tools to the manager and employee, and allow each to identify the opportunities and the emerging forces, both in it and in the organization, we can enable the entire organization to move forward, both in terms of outputs and satisfaction and a pleasant work environment.