Fact sheets


A resilient organisation is able to cope with and recover from the unexpected, and should maintain the ability to adapt to new demands. Organisational resilience is influenced by factors beyond the resilience of individuals, and is a property of the working environment. (By Jonathan Back).


There is a sense of frustration with current approaches to safety (Safety I) and disappointment that more progress has not been made. Recent developments in safety science, termed Safety II, focus on resilience, adaptive capacity and complexity science and show promise for advancing the safety agenda. (By Janet Anderson).


Whilst individuals may vary in the degree to which they possess resilience at any given time, studies seem to indicate that resilience can be developed or learnt. Training and coaching may help to develop individual resilience. (By Myanna Duncan).


Our current working model of organisational resilience in healthcare allows us to identify the key theoretical concepts that we are interested in and the relationships between them so that we can investigate them empirically. (By Janet Anderson).


Our primary goals are to develop, implement and test interventions to increase organisational resilience, and to disseminate new ideas about safety throughout the NHS. Our applied work focuses on learning from successful patient outcomes and not just from failures.