When bad things happen, most of us have a gut reaction. Psychological resilience-the capacity to respond quickly and constructively in a crisis-can be hard to muster when a manager is paralyzed by fear, anger, confusion, or a tendency to assign blame. Resilient managers are able to shift quickly from endlessly dissecting traumatic events to looking forward, determining the best course of action given new realities. They understand the size and scope of the crisis and the levels of control and impact they may have in a bad situation. The authors present a regimen for boosting personal resilience that begins with recognizing four dimensions of an adverse event- influence, impact, breadth, and duration-and continues with a series of pointed questions designed to get managers out of their own heads. Specifying questions help them identify particular points of intervention when dealing with a crisis. Visualizing questions help them look beyond problems and toward actual solutions. Collaborating questions inspire them to reach out to others, not for affirmation of wrongdoing, or commiseration, but for assistance. Managers can use these questions to tamp down unproductive responses to adversity, to replace negativity with creativity and resourcefulness, and to get things done despite real or perceived obstacles. As the new year dawns-and as businesses crawl out from under the weight of the global recession-our focus is on reinvention. This HBR Spotlight examines that theme from various perspectives: how to manage corporate transformation, what we understand about personal resilience, whether the United States can reclaim its leadership role in innovation and invention, and how executives in strategy and marketing are reconceiving the work they do.

【書誌情報】

ページ数：12ページ

サイズ：A4

商品番号：HBSP-R1001E

発行日：2010/1/1

登録日：2012/3/28