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Cultures of Adaptive Resilience Bring Enduring Results


Human resilience is grounded upon both grit and support, especially when also in the service of wellness.

  • An individual’s knowledge, attitudes, skills, and habits all contribute to, or detract from, an individual’s own self-esteem, performance and health.

  • A safe, comfortable, and familiar “home base” of operations is important.


  • In addition, circumstances and opportunity to “stretch” one’s potential, with interpersonal support, are key to individuals’ achieving and maintaining individual resilience and performance.


  • Wellness includes opportunities for physical, mental, and behavioral engagement in a healthy and supportive environment.


  • Mindfulness also helps, sometimes in crucial ways.  For example, consider safety or optimal customer service.

  • The “healthy resilience” of a company’s culture can be understood in part by looking at the practical and effective support that is provided to each employee to access tools for engaging in constructive and sustainable individual actions and group performance, including with some “stretch.”


Development of true health and resilience


individually and collectively (that is, as coordinated teams)


is a developmental process,

starting with respecting (to ultimately leverage) the present experiences and motives


of both the group and each individual,

at the present time


— without getting “lost” amidst the diverse perspectives and skills represented, which you want to leverage, as relevant, in support of company goals.

You do this –optimally — by focusing, with transparency, on performance imperatives to which consensus can be achieved — with buy-in, followed by specific behavioral and mental clarifications.

FranTarkentonA“Let’s be real now.  Who thinks they have the time or resources to do more of this?

EliminateGuessworkWe’ve got to focus on company achievements!”



Precisely! You must focus as a team on what it takes to achieve your company goals!

Your support of your employees’ alignment of healthy personal motives, leveraged in support of company goals, will lead to better stress management, improving employee morale, wellness, and resilience to enable greater productivity with agility.

Employee inspiration, morale and resilience


contribute powerfully to company productivity and sustainability.

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High performance achievements “with a stretch”

also improve employee resilience, and morale. 


Click here for details.

You are welcome to post a comment to our Business Culture Solutions blog below.


  1. Comment by Norman Jentner:

    Let me know what you do – particularly for culture re employee ownership. ~Dick Peterson, RMEOC

    Thank you for asking, Dick.

    Employee “ownership” represents a cardinal dimension of every company’s culture.

    And every company has a culture (know it or not).

    However, “employee ownership” may or may not represent a cardinal dimension of strategic focus.

    And what “employee ownership” means in one company can be quite different compared to another.

    If “employee ownership” is to become a strategic focus of company culture, we must first step back and ask, “Why?”

    What is the strategic problem, challenge, or opportunity to address?

    I ask this first, because an effectively adaptive focus one’s company “culture” requires a strategic reason that demands such a focus.

    If simpler “solutions” exist, such as any needed and readily doable “process fixes,” internally and/or externally directed, this is where initial efforts and investments should be made. Otherwise, these unaddressed but “fixable” issues are likely to rear their ugly heads amidst any “culture improvement” focus.

    If all such issues have been addressed to satisfaction, but still “something more” is needed, the next question becomes, “Does our very next and most strategic focus, investment, and means lie within “new technologies” or within our people (with or without new technologies)?

    There is no way I can tackle even the basic parameters of this question with adequacy in the present context. Suffice is to say that trustworthy industry advisors can be very helpful to business ownership here.

    If the conclusion is that, “Yes, we think our best bet for accomplishing our strategic company goals lie within a focus on our people’s engagement as key company stakeholders,” only then do questions and answers surrounding company culture as related to company performance become of particular strategic importance for leveraging.

    To take my answer a step further with you, Dick, requires that I ask if your inquiry is directed at understanding employee ownership as a part of company culture, whether or not an employee-owned firm? Or are you asking how an employee-owned firm can, in particular, leverage the ownership dimensions of their culture?

    I invite your response and clarification.



  2. Comment by Dick Peterson:

    Norm: As the name of or organization implies – hopefully – we promote first and foremost “employment ownership” as employees owning the company. This may take several forms, the most usual ones are ESOPs and worker cooperatives. This begin to solve the problem of “wealth” generation for the worker, that is, the profits legitimately return to the workers, the owners. The issue of the culture of the company is extensively important in any company but in an employee owned company the benefits of a well run company, a company with a good to and excellent culture come directly to the employee owners. Dick Peterson, Chairman of the Rocky Mountain Employee Ownership Center

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