Editing Business continuity planning (section)

===Resilience===
A 2005 analysis of how disruptions can adversely affect the operations of corporations and how investments in resilience can give a [[competitive advantage]] over entities not prepared for various contingencies<ref>{{cite book |author=Yossi Sheffi |url=http://resilient-enterprise.mit.edu |title=The Resilient Enterprise: Overcoming Vulnerability for Competitive Enterprise |publisher=MIT Press |date=October 2005|author-link=Yossi Sheffi}}</ref> extended then-common business continuity planning practices. Business organizations such as the [[Council on Competitiveness]] embraced this resilience goal.<ref>{{cite web |url=http://www.compete.org/publications/detail/31/the-resilient-economy-integrating-competitiveness-and-security |title=Transform. The Resilient Economy |access-date=2019-02-04 |archive-date=2013-10-22 |archive-url=https://web.archive.org/web/20131022142939/http://www.compete.org/publications/detail/31/the-resilient-economy-integrating-competitiveness-and-security/ |url-status=dead }}</ref>

Adapting to change in an apparently slower, more evolutionary manner - sometimes over many years or decades - has been described as being more resilient,<ref>{{Cite web | url=https://www.newsday.com/2.811/jamie-herzlich/small-business-a-good-plan-shields-from-storm-clouds-1.1322137?firstfree=yes |title = Newsday &#124; Long Island's & NYC's News Source &#124; Newsday}}</ref> and the term "strategic resilience" is now used to go beyond resisting a one-time crisis, but rather continuously anticipating and adjusting, "before the case for change becomes desperately obvious".

This approach is sometimes summarized as: [[preparedness]],<ref>{{cite conference |title=Business Continuity Preparedness and the Mindfulness State of Mind |book-title=AMCIS 2007 Proceedings |quote= "An estimated 80 percent of companies without a well-conceived and tested business continuity plan, go out of business within two years of a major disaster" (Santangelo 2004) |author1=Tiffany Braun |author2=Benjamin Martz |s2cid=7698286 |date=2007}}</ref> protection, response and recovery.<ref>{{cite web |url=https://www.isms.online/iso-27001/annex-a-17-information-security-aspects-of-business-continuity-management/ |title=Annex A.17: Information Security Aspects of Business Continuity Management |publisher=ISMS.online |date=November 2021}}</ref>

Resilience Theory can be related to the field of Public Relations. Resilience is a communicative process that is constructed by citizens, families, media system, organizations and governments through everyday talk and mediated conversation.<ref>{{Cite web|url=https://www.researchgate.net/publication/322693327|title=Communication and resilience: concluding thoughts and key issues for future research|website=www.researchgate.net}}</ref>

The theory is based on the work of [[Patrice Buzzanell|Patrice M. Buzzanell]], a professor at the Brian Lamb School of Communication at [[Purdue University]]. In her 2010 article, "Resilience: Talking, Resisting, and Imagining New Normalcies Into Being"<ref>{{Cite journal|last=Buzzanell|first=Patrice M.|date=2010|title=Resilience: Talking, Resisting, and Imagining New Normalcies Into Being|journal=Journal of Communication|volume=60|issue=1|pages=1–14|doi=10.1111/j.1460-2466.2009.01469.x|issn=1460-2466}}</ref> Buzzanell discussed the ability for organizations to thrive after having a crisis through building resistance. Buzzanell notes that there are five different processes that individuals use when trying to maintain resilience- crafting normalcy, affirming identity anchors, maintaining and using communication networks, putting alternative logics to work and downplaying negative feelings while foregrounding positive emotions.

While resilience theory and crisis communication theory share similarities, they are not the same. The crisis communication theory is based on the reputation of the company, but the resilience theory is based on the process of recovery of the company. There are five main components of resilience: crafting normalcy, affirming identity anchors, maintaining and using communication networks, putting alternative logics to work, and downplaying negative feelings while foregrounding negative emotions.<ref>{{Cite journal|last=Buzzanell|first=Patrice M.|date=March 2010|title=Resilience: Talking, Resisting, and Imagining New Normalcies Into Being|journal=Journal of Communication|volume=60|issue=1|pages=1–14|doi=10.1111/j.1460-2466.2009.01469.x|issn=0021-9916}}</ref> Each of these processes can be applicable to businesses in crisis times, making resilience an important factor for companies to focus on while training.

There are three main groups that are affected by a crisis. They are [[wikt:micro|micro]] (individual), [[wikt:meso|meso]] (group or organization) and [[wikt:macro|macro]] (national or interorganizational). There are also two main types of resilience, which are proactive and post resilience. Proactive resilience is preparing for a crisis and creating a solid foundation for the company. Post resilience includes continuing to maintain communication and check in with employees.<ref>{{Cite journal|last=Buzzanell|first=Patrice M.|date=2018-01-02|title=Organizing resilience as adaptive-transformational tensions|journal=Journal of Applied Communication Research|volume=46|issue=1|pages=14–18|doi=10.1080/00909882.2018.1426711|s2cid=149004681|issn=0090-9882}}</ref> Proactive resilience is dealing with issues at hand before they cause a possible shift in the work environment and post resilience maintaining communication and accepting changes after an incident has happened. Resilience can be applied to any organization.
In New Zealand, the Canterbury University Resilient Organisations programme developed an assessment tool for benchmarking the Resilience of Organisations.<ref>{{cite web |url=http://www.resorgs.org.nz |date=March 22, 2011 |title=Resilient Organisations}}</ref> It covers 11 categories, each having 5 to 7 questions. A ''Resilience Ratio'' summarizes this evaluation.<ref>{{cite web |url=https://resiliencei.com/resilience-diagnostic |title=Resilience Diagnostic |date=November 28, 2017}}</ref>