- Mapping fragilities, thresholds and feedback loops that could be a problem as well as understanding the social networks and values that contribute to local social capital
- Scenario-planning activity (the second half of the book Futurevision has a very good tool-kit for this) to ensure as much knowledge as possible is gathered on potential risks
- Learn from places which have demonstrated resilience through good processes, high trust and strong social capital
- Retaining resource reserves where possible
- ‘Fire-breaks’ and counter-mechanisms for the identified fragilities and thresholds where possible
- Mechanisms to fairly and effectively manage dynamic reorganisation when faced with unintended or imposed change
Actions to strengthen resilience in the long-term – adaptability
- Feedback mechanisms with better real-time data thus providing continuous insight into changing fragilities & thresholds
- Diversity and avoidance of group-think.
- Greater autonomy for local institutions in a modular approach allowing swarming and clustering around a core – more ‘adhocracy‘ and co-production
- Build trust and co-operation through a relational and asset based approach of strengthened local institutions and community social networks to maximise the reciprocal acts that can expand social capital and sustain resilience
- Developing personal capabilities, pro-social habits and emotional intelligence to deal with adversity, leading more optimism and to stronger human capital through skill acquisition
- A culture of evolutionary adaptability to be able to operate in a different niche
The above approach is one that creates a potential strategy for developing resilience at systems, enterprise, community or even at individual level. However we at TCC also know that fragility, mitigation and adaptability in the field of resilience will have very different impacts on people or their communities due to the differences in individual or community values. The excitement of the adaptable and new may appeal to those with networked or even competitive values however it will be seen much more of a calamity to those who values meant they are pessimistic towards the future or appreciate ‘dipped-in amber’ safety and security. Nevertheless resilience could unite those with the pessimism of low expectations with those who see long-term resilience in ethical and big picture terms. What this all illustrates is that for a resilience strategy to work effectively it cannot be communicated or delivered in a one size fits all way to a community.