ABSTRACT
This chapter shows that how a product of work performed to develop leading indicators of organizational performance can be adapted to reflect the kinds of issues of interest in the development of resilience engineering. The concepts of resilience and the anticipated tools for resilience engineering are intended to address these weaknesses head on. Thus, resilience engineering is a new management discipline that encompasses both safety management and other types of management, particularly process and financial management. The themes identified in the review are management commitment, awareness, preparedness, flexibility, reporting culture, learning culture, and opacity. The seven themes in highly resilient organizations are: Top-level commitment, Just culture, Learning culture, Awareness, Preparedness, Flexibility and Opacity. Systems engineering techniques exist for describing formally the behavior of organizations and how in reality the organization manages to accomplish its goals. Many of these techniques stem from the work of the soft systems modelers in the late 1970s and 1980s, such as the work by Checkland.
