This module introduces more resilience concepts, tools, and frameworks. First, we’ll examine an expansion of Hollnagel’s work with four socio-technical processes to describe the resilience of a complex system. You will be introduced to the definition of a crisis, and a framework for crisis management as a strategic process. The framework covers landscape survey, strategic planning, crisis management, and organizational learning from both internal and external perspectives. Finally, we’ll continue our review of critical infrastructure resilience policy framework established by the DHS (Department of Homeland Security).

Sully Sullenberger's landing on the Hudson River is an example of resilience during a crisis and can teach us many things. In this module, we’ll discuss the event and how a ‘human-in-the-loop’ can contribute adaptive capacity amid catastrophic system failure. We’ll go on to examine the crisis management landscape and normal accident theory in relation to known and unknown threats, hazards, and transboundary impacts. You'll compare organizational and societal crises with natural and man-made disasters. Finally, a DHS protocol for identifying and assessing threats will be introduced.

This module explores business ethics in relation to crisis events. We will discuss the role of ethics in crisis leadership and examine a mini-case of the Hawk's Nest Tunnel Disaster of the 1930s. The module presents ethics in a context of the crisis management framework and describes how organizational learning can affect policy. One assignment for this module provides an opportunity to reflect on lessons learned from the Deepwater Horizon event.

In this module, we’ll examine some of the patterns that emerge when adaptive (complex) systems fail. Patterns of maladaptation can also be observed like decompensation, working at cross-purposes, or getting stuck in outdated behaviors. We’ll also look at sources of organizational crisis in more detail. Different types of internal and external forces can impact the safety, security, and resilience of an organization. Other considerations include industry and organizational life-cycle crises. Finally, we’ll talk about human resilience and development in relation to critical infrastructure resilience.