Successful companies know how to gauge when stress is leading to risky decisions — and how to mitigate and manage that risk.
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Organizational stress is something present in all companies, and comes from many different sources. This stress can create organizational fragility that opens the business to unnecessary risks, or it can drive the creation of flexible yet ordered governance that makes the organization more resilient.
The dichotomy of fragility and resilience is vital to organizational change capacity, as fragile organizations crack quickly under the demands of too many change initiatives, while resilient organizations have structures in place to allow for numerous simultaneous changes.
By managing organizational stress and creating resilience, you can pave the way for higher change capacity and reduce change saturation.