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Abstract
The purpose of this paper is to describe how resilience in the workplace can be enhanced through the practice of caring relationships, a way of relating to one another that centers on human development. We begin the paper by explaining the nature of change and the role resilience plays in the change process. Next, a description of the dynamics of caring relationships (meeting, responding, reconciling, and transcending)is presented. The paper concludes with a summary of the resilience characteristics, how these factors are enhanced through caring relational practices, and ways that these attributes can be applied in organizations.
Enhancing Resilience in the Workplace Through the Practice of Caring Relationships
Change in organizations today is frequent and fast paced, creating what Bergquist (1993) calls a liquid state of existence characterized by "edges of shifting boundaries" (p. 9) and a turbulence that creates a sense of chaos and confusion. Backer and Porterfield (1998) claim that not only is change occurring at a fast pace in organizations, but also that rules to manage change are changing. At one time, change could be managed through rational, linear decision-making models; however, such models are not likely to be effective today since these address only the surface layer of problems, and ignore the deep underlying complexity of issues regarding the change process itself. Backer and Porterfield suggest that, although change occurs at a fast pace in our society, the one thing that has not changed is how individuals psychologically respond and adapt to change.
These changes are not as challenging as the process of transitioning, for transitions require an internal psychological and often times emotional process of letting go of the old and welcoming the new, causing a sense of incoherence (Antonovsky, 1979; Bridges, 1991; Flach, 1988; Kalarreich, 1998). Flach emphasizes that the change process is more likely to occur in healthy ways for individuals who are resilient to change, i.e., for those who have the "psychological and biological strength required to successfully master change" (p. xi).
In part, resilience can be fostered through relationships, by engaging with other human beings who understand what we are experiencing (Beck & Cowan, 1996; Flach 1988; Kalerreich, 1998; Wheatly, 2002). Prior research shows that relationships in the workplace can improve our ability to...