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Organizational Resilience Courses


Corse Name Course Code

Non Member Price for USA Special Non Member Price for India & Bangladesh Link for Registration
Essentials of Organizational Resilience       (CS EL OR 3000-all 10) 1,795.00 1,250.00
Essentials of Organizational Resilience OR 3000 Series - OR3000
Essentials of Organizational Resilience addresses the essential elements or characteristics of a resilient organization - whether it is a public, private or government entity. 21st-century organizations are taking on the new challenge of designing resilience into organizations - that is, designing resilience into their management of people, places, infrastructure, and work processes so they can bounce back from any kind of setback.
 
There are 3 options for course delivery for each of the 10 courses in the series. For each course the requirements are as follows:
 
Instructor led in-house training: The instructor led or “live” course is taught over 5 days with each topic covered in approximately 3 hours. The course concludes with the CORP certification exam which contains 8 senior management memos requiring a 250-400 word response over a 4 hour exam time period.

Online / Elearning: Includes an audio-visual presentation (approximately 1 hour in length for each course), 60-100 pages of assigned reading, and a 1000 word written response to a question.

Self-study: Includes course book, 60-100 pages of additional assigned reading, and a 1000 word written response to a question..

For a complete course description, download the brochure
 Characteristics of a Resilient Organization   OR 3010 195 136
Characteristics of a Resilient Organization - OR3010
Characteristics of a Resilient Organization is the first course in the Essentials of Organizational Resilience Series.

Research shows that organizations that have a clear vision and goals, which are well understood and communicated throughout the organization, find it much easier to approach a crisis situation and manage it in a coordinated way.

In contrast, organizations that struggle with even the day-to-day reconciling of disparate and sometimes even competing strands of the business are observed to have these internal silos emphasized, significantly hampering the organization’s ability to pull together in times of crisis. 

Characteristics of a Resilient Organization takes a look at those characteristics that have been identified as visible in resilient organizations and lacking in those not as resilient. It also serves as an introduction to the rest of the series with each of the following courses providing detail on the topics introduced in this initial course.

Learning Objectives

As a result of completing this course, students should be able to:

Describe the characteristics of a resilient organization
Identify which characteristics are visible in their organization

For a complete course description, download the brochure
 The Structure of a Resilient Organization   OR 3020 195 136
The Structure of a Resilient Organization - OR3020
The Structure of a Resilient Organization is the second course in the Essentials of Organizational Resilience Series.

“Decentralization has been lying dormant for thousands of years. But the advent of the Internet has unleashed this force, knocking down traditional businesses, altering entire industries, affecting how we relate to each other, and influencing world politics. 

The absence of structure, leadership, and formal organization, once considered a weakness, has become a major asset. Seemingly chaotic groups have challenged and defeated established institutions. The rules of the game have changed.” (The Starfish and the Spider, page 6)

The Structure of a Resilient Organization takes a close look at how the structure of an organization can be its greatest asset or its greatest weakness – evaluating your organization and how to make it more resilient.The key reference for this course is The Starfish and the Spider written by Ori Brafman and Rod Beckstrom.

Learning Objectives
As a result of completing this course, students should be able to:

Describe the characteristics of centralized and decentralized organizations

Identify which characteristics (centralized and decentralized) are visible in their organization and how they can increase the resiliency of their organization

For a complete course description, download the brochure
 The Impact of Culture on an Organization’s Resilience  OR 3030 195 136
The Impact of Culture on an Organization’s Resilience - OR3030
The Culture of a Resilient Organization is the third course in the Essentials of Organizational Resilience Series.

An organization’s culture can be most easily described as “the way we do things around here.” Corporate cultures provide identifying characteristics and values for members to appreciate and learn. Culture is difficult to change, yet change is necessary in some instances for survival.

One of the greatest challenges facing the leadership of an organization is to create a culture that supports organizational resiliency at all levels. Leadership must bring together disparate constituencies to participate in an organization-wide resiliency program.

In order to understand how to change the culture of an organization it is important to understand the elements of culture, the functions of culture and the relationship between culture and performance. This lesson explores the role organizational culture and identifies characteristics of resilient organizations.

The goal of this course is to orient students to the importance of organizational culture in managing every day events and in particular in managing crises by looking at how to analyze the culture of the organization and work within its structure to create a more resilient organization.

Learning Objectives
As a result of completing this lesson, students will be able to:

Describe the elements that make up organizational culture and how they impact organizational resilience

Describe how the “resilient culture” and culture impacts the ability of an organization to respond to a crisis 

For a complete course description, download the brochure
Leaders of Resilient Organizations     OR 3040 195 136
Leaders of Resilient Organizations - OR3040
The Leaders of Resilient Organizations is the fourth course in the Essentials of Organizational Resilience Series.

Resilience begins with enterprise leadership setting the priorities, allocating the resources and making the commitments to establish organizational resilience throughout the organization. Managing a crisis is a difficult task and organizations must change the way they lead in order to be more aware of potential crises. Understanding the elements of leadership in times of crisis may help better explain more than any set of crisis plans why some organizations survive crises better than others and clarify how organizations can endure future crises.

While planning is important, leadership in a time of crisis, particularly in the immediate aftermath, may trump any preparation. Leaders of Resilient Organizations focuses on leadership qualities that have been shown to support the development of a resilient organization.

Learning Objectives
As a result of completing this course, students should be able to:

Describe the leadership qualities necessary for a resilient organization

Identify potential leaders in their organization

For a complete course description, download the brochure
 Staying Resilient During a Crisis     OR 3050 195 136
Staying Resilient During a Crisis - OR3050
Staying Resilient During a Crisis is the fifth course in the Essentials of Organizational Resilience Series. 

A crisis does or has the potential to disrupt or affect an entire organization. Looking at the causal relationships among public relations expense, reputation and revenue, research has found that there is a valid and reliable relationship between a company’s expenditures on public relations and its reputation. “Crises are now being judged not only by financial and ethical standards, but by whether the company handled its crisis effectively in the eyes of Wall Street, Madison Avenue, the plaintiff’s bar and 24 hour a day cable news.” (Eric Dezenhall in Damage Control, page 8)

The focus of Staying Resilient During a Crisis is on crisis management and reputation management - looking at modern case studies of organizations who have done it well – and at some who have not done it as well. The key reference for this course is Damage Control written by Eric Dezenhall.


For a complete course description, 
download the brochure
The Role of Issues Management and Crisis Readiness  OR 3060 195 136
The Role of Issues Management & Crisis Readiness in Organizational Resilience - OR3060
The Role of Issues Management & Crisis Readiness in Organizational Resilience is the sixth course in the Essentials of Organizational Resilience Series.

In a crisis, an understanding of the prevailing culture, context, and societal expectations can determine success or failure. The focus of this course is the role of crisis readiness and issues management and its importance in developing a resilient organization. 

This course studies the six core components of crisis readiness, which are related to (1) the organization’s ability to respond quickly to a crisis, (2) managers’ awareness of the organization’s crisis management repertoire, (3) managers’ access to the organization’s crisis management repertoire, (4) the adequacy of the firm’s strategic crisis planning, (5) the organization’s media management ability in a crisis, and (6) the perceived likelihood of crisis striking the organization.

For a complete course description, 
download the brochure
 Developing a Resilient Workforce   OR 3070 195 136
Developing a Resilient Workforce - OR3070
Developing a Resilient Workforce is the seventh course in the Essentials of Organizational Resilience Series.

No one can argue today’s workplace environment is becoming more turbulent. In the midst of this hectic arena, employees and management alike are looking for answers to help them improve performance.

The bedrock of organizational resilience is the organization’s workforce. People who are properly selected, motivated, equipped and led will overcome almost any obstacle or disruption. To harness people’s incredible ability to lead and respond during trying circumstances requires a systematic strategy for people selection and people support.

This course includes specific guidelines on how resiliency can be measured, developed, and managed for performance in order to increase the resiliency of your workforce.

For a complete course description, 
download the brochure
 The Resilient Workplace – A Safe and Secure Environment OR 3080 195 136
Developing a Resilient Workplace - A Safe & Secure Environment - OR3080
Developing a Resilient Workplace is the eighth course in the Essentials of Organizational Resilience Series.

To have a resilient workplace requires a highly distributed and connected environment. It is essential as well to undertake a comprehensive assessment of workplace security and safety.

Fortunately, not only is the resilient organization operationally superior, it can improve the bottom line as well. The resilient organization is the template for organizational competitiveness and survival in the 21st century. It is an organizational framework that will enable the enterprise to respond and flourish in an environment of hyper-change.

This course focuses on the importance of a highly distributed and connected workplace environment, workplace safety and security.

For a complete course description, 
download the brochure
 Improving the Resilience or your Supply Chain    OR 3090 195 136
Improving the Resilience of Your Supply Chain - OR3090
Improving the Resilience of your Supply Chain is the ninth course in the Essentials of Organizational Resilience Series.

Threats to your supply chain and therefore to your organization abound – their likelihood and consequences heightened by long, global supply chains, ever-shrinking product cycles, and volatile and unpredictable market cycles.

Supply chains are increasingly at risk of disruption and it can be argued that the greatest risks to business continuity lie in the wider supply chain of key suppliers and customers (or more correctly supply/demand networks) rather than within the company itself.

Yet for the vast majority of organizations, business continuity planning remains a one-firm focused activity.

It is important to take a systems view of your organization, recognizing that there are multiple interdependencies within and between different organizations that influence their ability to respond and recover. This means that effective resilience management for any one organization must look beyond that single organization and consider the resilience of other organizations upon which it depends.

The emerging field of supply chain event management is potentially of great value in managing operational disruptions.
Improving the Resilience of your Supply Chain takes a close look at the latest research on how organizations can and should build resilient organizations by improving the resilience of their supply chains.

For a complete course description, 
download the brochure
Being Part of a Resilient Community – The Role of the Organization in the Community      OR 3095 195 136
Being Part of a Resilient Community - The Role of the Organization in the Community - OR3095
Being Part of a Resilient Community – the Role of the Organization in the Community is the tenth and final course in the Essentials of Organizational Resilience Series.

Resilience is not something that can be achieved by any one organization or infrastructure system acting in isolation. Organizations are required to work together toward system resilience in order to build resilient communities.

The organization must look at its role in the community and how to deliver its goods and services under any conditions in order to be able to survive and also to contribute to the rest of the community. 

Communities do not exist in isolation. The level of a community’s resilience is influenced by capacities outside the community, in particular by emergency management services but also by other social and administrative services, public infrastructure and a web of socio-economic and political linkages with the wider world.

This course delves into best practice recommendations for analyzing the role of your organization in each community it resides and offering examples of best practices of public/private partnerships working toward community resilience.

For a complete course description, 
download the brochure

Course Prices

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