ABSTRACT
The growing interest in resilience in health and social care organizations has produced a range of frameworks and observations that have often been difficult to implement effectively. The complexities and varied nature of care organizations have made it difficult to apply the findings from resilience research, with a tendency to produce generalised strategies that cannot easily be translated to the contexts of a particular organization. We address this by applying a psychologically informed approach that focuses on the interpersonal and process factors relevant to the specific threats and barriers to resilience. This approach leads to a greater awareness of the unique intra- and interpersonal dynamics involved in an organization and provides direction for the actions required to build and improve organizational resilience.
