Skip to main content

The Resilient Enterprise

  • Chapter
Resilient by Design
  • 949 Accesses

Abstract

The law of entropy tells us that everything in the universe is descending into chaos, unwinding like a clock. Living things, including human beings, are engaged in a constant struggle to maintain order and structure. The essence of life is resisting entropy, or creating order out of chaos. Living things do not just react to their environment; rather, they participate in complex feedback loops that shape their environment. Mammals, fish, and insect colonies build elaborate physical structures and social networks that enable them to replicate and flourish. Likewise, business enterprises and human communities create orderly structures and networks that enable them to grow and flourish. Here’s the problem, though: The extraordinary success of humans may come at the expense of natural systems, ironically undermining our own resilience.

Resilience thinking is structured around the acceptance of disturbance, even the generation of disturbance, to give a system a wide operating space.

Brian Walker and David Salt

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Institutional subscriptions

Notes

  1. 1.

    B. Walker and D. Salt, Resilience Practice: Building Capacity to Absorb Disturbance and Maintain Function, Island Press, 2012, p. 24.

  2. 2.

    J. Benyus, Biomimicry: Innovation Inspired by Nature, William Morrow, 1997.

  3. 3.

    E. Cimren, J. Fiksel, M. E. Posner, and K. Sikdar, “Material Flow Optimization in Byproduct Synergy Networks,” Journal of Industrial Ecology 15, no. 2 (April 2010): 315–332.

  4. 4.

    J. Venetoulis, D. Chazan, and C. Gaudet, Ecological Footprint of Nations, Redefining Progress, 2004.

  5. 5.

    K. S. McCann, “The Diversity-Stability Debate,” Nature 405 (2000): 228–233.

  6. 6.

    M. Csikszentmihalyi, Flow: The Psychology of Optimal Experience, Harper and Row, 1990.

  7. 7.

    R. Foster and S. Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market—and How to Successfully Transform Them, Doubleday, 2001.

  8. 8.

    C. Folke, S. R. Carpenter, B. Walker, M. Scheffer, T. Chapin, and J. Rockstrom, “Resilience Thinking: Integrating Resilience, Adaptability and Transformability,” Ecology and Society 15, no. 4 (2010): 20.

  9. 9.

    E. Schrodinger, What is Life?, Dublin Institute for Advanced Studies, 1943.

  10. 10.

    L. Gunderson and L. Protchard Jr., Resilience and the Behavior of Large-Scale Systems, Island Press, 2002.

  11. 11.

    A. deGeus, The Living Company, Harvard Business School Press, 1997.

  12. 12.

    N. Nohria, W. Joyce, and B. Roberson, “What Really Works,” Harvard Business Review, July 2003.

  13. 13.

    E. Werner and R. S. Smith, Journeys from Childhood to Midlife: Risk, Resilience, and Recovery, Cornell University Press, 2001.

  14. 14.

    L. H. Gunderson and C. S. Holling, eds., Panarchy, Island Press, 2002.

  15. 15.

    S. Hart and M. Milstein, “Global Sustainability and the Creative Destruction of Industries,” Sloan Management Review 41, no. 1 (Fall 1999).

  16. 16.

    National Intelligence Council, Global Trends 2030: Alternative Worlds, National Intelligence Council, 2012.

  17. 17.

    J. Fiksel, “Evaluating Supply Chain Sustainability,” Chemical Engineering Progress 106, no. 5 (May 2010): 28–38.

Authors

Rights and permissions

Reprints and permissions

Copyright information

© 2015 Joseph Fiksel

About this chapter

Cite this chapter

Fiksel, J. (2015). The Resilient Enterprise. In: Resilient by Design. Island Press, Washington, DC. https://doi.org/10.5822/978-1-61091-588-5_4

Download citation

Publish with us

Policies and ethics