Even as organizations continue to find their footing in the shadow of the pandemic, the need to shape management practices through the lens of disability will become even more central to the evolution of healthy business processes. Appreciating the lived experience of disability as an ever-expanding body of knowledge must be seen as a fundamental mechanism for continued growth across the entire nervous system of corporate life. As discussed in previous columns the framework of this body of knowledge has been established by a triumvirate of archetypal themes that is the basis for this innovative assessment while offering businesses a new approach to influencing executive thinking for the 21st Century.
In this present moment we will focus on Resilience, one of the key archetypal themes in the triumvirate that lay the foundation for the Disability Narrative to be understood as a growing body of knowledge within the language of management practice. Resilience can often be defined as the process for an outcome of successful adaptation despite challenging circumstances. It is also seen as the complex psychological interplay between an individual and his/her environment, in which the individual can influence a successful outcome by using internal and external protective factors, defined as the personal qualities or contexts that predict positive outcomes under high-risk conditions. By considering that the very root of resilience amplifies this recognition of awareness, companies are now given a greater capacity to leverage this progression through a means of flexibility, strength, or toughness as tools for change. Whether one is engaged in a startup, a midsize organization, or a large Fortune 500 company, possessing familiarity with these strategies only bolster resilience as a fundamental approach for the long-term growth and profitability of any business.
By expanding the definition of the Disability Narrative further organizations are provided with a considerable application that can be utilized in refining management strategy while shaping a stronger business ethos. The lived experience of disability views the construct of resilience through various changes in peoples experience that range from:
· The necessity of learning about, adapting to, and coping with their disabilities
· Changes In Personal Function
· Dealing with Negative Thinking
· Attitudinal or Societal Barriers (As It Relates to Workplace Environment)
· Feeling of Disempowerment
Each of these examples finds themselves woven into the daily work life of corporate professionals across the management spectrum from C-level executives, senior management on down through rank and file employees. What is important to recognize is the very notion of resilience within a corporate environment is only as solid as the relationships themselves. Corporate culture must be aware that relationship building across any organization will become the key ingredient for enhancing this new body of knowledge while illustrating the perceived power that resilience can provide. It is also through this shared reality that one can find common ground and locate entry points of shared needs and solutions. To have an effective strategy of resilience depends on an organization’s ability to buy into the idea that this is not just about individual effort, but rather the communal aptitude to exercise their vision and embrace how a diversity of thought can be mutually beneficial and the engine to empower key corporate objectives.
As companies begin to rethink how they engage in relationship building and cultivating a new sense of community resilience becomes a principal theme that organizations need to value. By applying elements of the Disability Narrative, whether it be mining the relationship with corporate ERG groups, formal events, or perhaps within the context of more informal ways throughout the organization, the recognition of the power of disability as a tool for growth and seeing these lived experiences as a shared value creates a new paradigmatic model to enhance corporate objectives and find more effective solutions that are designed for the betterment of the organization. Leadership not only needs to see disability as critical across areas such as talent management, human resources, and diversity and inclusion but also see the Disability Narrative as more essential to the primary needs of the organization by engaging in its management systems.
Resilience offers management practitioners a compass to help engage organizations in profounds ways. Whether it be enduring a crisis, corporate restructuring, or just employee morale, the understanding of this key archetypal theme is a necessary instrument to define leadership for the modern culture of business. In the following column, we will investigate the role of Adaptation as in the next key element of the triumvirate and expound on the link to defining this growing body of knowledge.