ABSTRACT
Transformational Resilience is a transactional issue arising through the interplay of internal individual and group, and external social and environmental factors. When an organization as a whole prioritizes enhancing the capacity of its employees for Transformational Resilience, distressed members can get help to constructively navigate difficult times without harming the larger group. Few organizations understand the grave risks posed by any type of significant trauma and persistent toxic stress, let along those generated by climate disruption. The values and norms that make up the culture of an organization can assist or thwart efforts to shift from a trauma-organized to a resilience-enhancing entity. True change from a trauma-organized to a human resilience-enhancing organization, therefore involves much more than sending out memos, hosting a few speakers, or adopting resilience-focused policies. By working through the "Human Resilience Teams" to developing new partnerships and collaborations among different individuals and units focused on building widespread levels of Transformational Resilience within the organization.
