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Innovation and Best Practice
for Business Success

Established 1967

Developing Resilient Organizations

Developing Resilient Organizations

How to Create an Adaptive, High-Performance and Engaged Organization

Doug Strycharczyk, Charles Elvin


Developing Resilient Organizations will show you how developing resilience and mental toughness can produce an adaptive, high performing and engaged organization.

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About the book

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.

Table Of Contents

    • Chapter - 00: Introduction;
  • Section - ONE: Change in the 21st century;
    • Chapter - 01: A general overview – Doug Strycharczyk;
    • Chapter - 02: The new factors – Doug Strycharczyk;
    • Chapter - 03: Mental toughness – Professor Peter Clough, Dr Fiona Earle, Dr Keith Earle, Dr John Perry and Doug Strycharczyk;
    • Chapter - 04: Trust-based leadership and resilient organizations in the 21st century – Charles Elvin;
    • Chapter - 05: Leadership, resilience and the 21st-century organization – Professor Sharon Turnbull and Rob Noble;
  • Section - TWO: Practitioner perspectives;
    • Chapter - 06: Leadership and the BP grit in the oyster – developing mental toughness – Jo Shuttlewood and Rachel Billington;
    • Chapter - 07: Changing times for the public sector – Zoe Sweet and Jo Carruthers;
    • Chapter - 08: New realities: Personal growth for an uncertain future – Sue Pinder, Raymond Robertson and Craig Thomson;
    • Chapter - 09: Ethics, ethical practice and their growing importance in developing sustainably performing organizations in the 21st century – Richard Cresswell and Murray Clark;
    • Chapter - 10: Big data, big business – Andrew Cuthbert


Developing Resilient Organizations' central premise that the future for individuals and organizations is both challenging and arriving at break neck speed is correct. We can't any longer debate whether we want change or not, we have to embrace it. The book provokes business leaders into thinking about the future - in particular two hugely important factors. Firstly, developing a positive, confident mindset in the workforce through developing mental toughness. Secondly, applying real leadership behaviours that engender trust from staff. The most important thing though is to be alert to change and what it means for all stakeholders. This book helps the reader to do just that.
Neil Scales, Director-General, Dept. of Transportation and Main Roads

Book Details

  • EAN: 9780749470098
  • Edition: 1
  • Published: 3rd August 2014
  • Paperback
  • Dimensions: 234x156
  • 264 pages

About the Author

Doug Strycharczyk is Managing Director of AQR a consultancy that works to improve the 'mental toughness' of organizations. Before he founded AQR in 1989 he held a variety of HR and consultancy roles in the private and public sectors. These include Castrol (UK) Limited, Goodyear Tyres, Decca Ltd, J Wedgwood Ltd and the Burton Group. He was the Head of Operations for Castrol (UK) Ltd at the same time as being Head of HR. He is the co-author of Developing Mental Toughness with Peter Clough and a contributor to Psychometrics in Coaching, both published by Kogan Page.

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.

Doug Strycharczyk

Charles Elvin

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