Overcoming the Traps in the Adaptive Cycle of Resilience Model

Marijn Meijering (), Toon Abcouwer () and Emőke Takács ()
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Marijn Meijering: University of Amsterdam
Toon Abcouwer: University of Amsterdam
Emőke Takács: ERI Hungary – European Research Institute Nonprofit Kft

A chapter in Eurasian Business and Economics Perspectives, 2021, pp 59-83 from Springer

Abstract: Abstract In our dynamic world, organizations must adjust and respond to constant challenges to survive. The Adaptive Cycle of Resilience model has been found to be a useful tool to support organizations in dealing with change. The model consists of a standard path of four phases. However, in each phase a trap is identified, which can emerge and obstruct the organization while facing a problem. To help organizations when they get stuck, we aim to answer the question: how the four traps in the Adaptive Cycle of Resilience can be overcome? A literature study has resulted in the creation of a management compass, identifying four aspects that an organization should focus on when getting stuck in the development process. These aspects are versatility—taking an ambidextrous approach by exploiting the present and exploring the future simultaneously; creative environment—support, encourage, and reward the creativity of employees; communication—bidirectional and open; and organizational culture—removing worries, doubts, and other uncertainties with respect to change. The initial validation of the compass has yielded positive results, largely confirming that focusing on the identified aspects is indeed needed for overcoming the traps in the Adaptive Cycle of Resilience model.

Keywords: Adaptive cycle of resilience; Lock-in trap; Poverty trap; Isolation trap; Rigidity trap; Management compass (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:spr:eurchp:978-3-030-85304-4_4

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DOI: 10.1007/978-3-030-85304-4_4

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