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The current paper reports the case study of a coaching process assisting an oil company in exploring how to establish a potential for resilient collaboration.
The purpose of the present study was to assess whether a coaching approach called, Coaching for Resilient Collaboration in IO (CORECIO), would be able to promote reflections about what resilient collaboration should imply in a planned organization, and help achieve alignment about this, in the early part of the preparatory process.
It is, thus, of key importance that issues related to resilient collaboration – what collaboration should be like and how to achieve the desired way of collaborating – are addressed from an early point in the preparatory phase, to increase the likelihood that e.g., the work processes, tools and technologies, established jointly will come to promote the resilient collaboration.
When a new petroleum installation is being prepared for operation, a range of decisions is made that impacts the possibility for achieving resilient collaboration, i.e., collaboration that is sufficiently robust and flexible to work efficiently and safely across the various operational states that may arise, within the organization.
The paper addresses strengths and limitations of CORECIO, and suggests how coaching might constitute a useful approach for assisting highly skilled professionals in preparing for resilient collaboration at a new petroleum installation in the early, conceptual, part of a design phase.
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It had been a team effort from start to finish and reminded me, again, how resilient and rewarding this collaboration had been.
Researchers should investigate the responsiveness of corporate actors in terms of CSR and sustainability issues in terms of reporting, stakeholder collaboration to create resilient communities and sustainable supply chains, and corporate activism in helping to change industry norms.
For building more climate-resilient community the government in collaboration with stakeholders should enhance apt land management mechanisms and provide training, education, and required agricultural land inputs to the community.
It could involve developing and growing partnerships such as the 2030 Water Resources Group and collaborations such as the 100 Resilient Cities initiative.
It is now more important than ever for young people to be resilient and to continue promoting the attitudes of co-operation and collaboration of the union we were born into.
Inside the Resilient Zone there is greater potential for pro-social behaviors such as collaboration, empathic responses, future-oriented planning, etc.
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