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How Resilience Works 6

Ritualized Ingenuity 3

Eskew’s opinion is echoed by Karl E. Weick, a professor of organizational behavior at the University of Michigan Business School in Ann Arbor and one of the most respected thinkers on organizational psychology. “There is good evidence that when people are put under pressure, they regress to their most habituated ways of responding,” Weick has written. “What we do not expect under life-threatening pressure is creativity.” In other words, the rules and regulations that make some companies appear less creative may actually make them more resilient in times of real turbulence.• • •

Claus Schmidt, the newsman I mentioned earlier, died about five years ago, but I’m not sure I could have interviewed him about his own resilience even if he were alive. It would have felt strange, I think, to ask him, “Claus, did you really face down reality? Did you make meaning out of your hardships? Did you improvise your recovery after each professional and personal disaster?” He may not have been able to answer. In my experience, resilient people don’t often describe themselves that way. They shrug off their survival stories and very often assign them to luck.

Obviously, luck does have a lot to do with surviving. It was luck that Morgan Stanley was situated in the south tower and could put its preparedness training to work. But being lucky is not the same as being resilient. Resilience is a reflex, a way of facing and understanding the world, that is deeply etched into a person’s mind and soul. Resilient people and companies face reality with staunchness, make meaning of hardship instead of crying out in despair, and improvise solutions from thin air. Others do not. This is the nature of resilience, and we will never completely understand it.

灵活变通 3

Eskew的观点得到了位于安娜堡的密歇根大学商学院组织行为学教授、组织心理学领域最受尊敬的思想家之一Karl E. Weick的赞同。Weick写道：“有充分的证据表明，当人们处于压力之下时，他们会回归到最习惯的应对方式。我们不会期待在威及生命的压力下还发挥创造力。”换句话说，让一些公司显得缺乏创造力的规章制度，实际上可能会让它们在真正的动荡时期更具复原力。

文章前面提到的新闻记者克劳斯·施密特大约五年前去世了，但我不确定自己是否能就他的复原力采访他，即使他还活着。我想，要是我问他:“克劳斯，你真的面对现实吗?”你是否在走出困难的图中找到了困难意义?在每一次的职业和个人灾难之后，你都是临场随机应变，是自己恢复的吗?”他可能无法回答。根据我的经验，有复原力的人通常不会这样描述自己。他们对自己的生存故事一笑置之，常常把它们归功于运气。

显然，运气与生存有很大关系。摩根士丹利位于伦敦南楼是一种幸运，这使其能够将应对突发情况的训练在现实中奏效。但幸运与复原力不同。复原力是一种本能反应，它深深地印在一个人的心灵深处，是面对和理解世界的一种方式。那些有复原力的人/有复原力的公司以坚定的态度面对现实，赋予困难以意义，而不是绝望地哭泣，并且能临场随机应变，提出问题的解决方案（在别人看起来就像是凭空产生的一样不可思议）。这就是复原力的本质，我们永远也没法完全理解它。

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