ABSTRACT
This chapter looks at resilience from an organisational perspective, dealing with organisations with the same level of care and understanding that would be expected when supporting and treating a traumatized individual. Workers expect their organisation to behave in ways that are compassionate, supportive and responsive to their needs; however, what happens if the organisation itself is traumatized and in need of help? Is it helpful to berate the organisation for its failings? Or time to look for ways to support organisations so that they are more able to provide an environment in which workers, leaders and the organisation can work together to recognize and deal with the symptoms of extreme stress? During period of crisis, high levels of perceived organisational support, particularly support from supervisors and leaders, are important in helping workers feel appreciated and valued (Chen et al., 2009). Where organisations are unable to handle their own traumas, the likelihood of them being able to provide adequate support for their workers is reduced.
