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A United Nations program, at the crossroad between the development and the humanitarian mandate (UNISDR) turned the concept of resilience into a central vehicle for its worldwide program on disaster risk reduction. It is through an ethnographic study of the negotiation process, topped by interviews and text analyses that I suggest various characteristics to describe resilience in an international organization. With the perspective of the sociology of translation, I discuss, on the one hand, the UN’s need to maintain a vague definition of the concept, which hinders operationalization and on the other, I show how the organization manages, with resilience, to legitimize its programs and sustainability.

Humanitarian hospital programs supporting health systems during protracted conflicts require a combination of short- and long- term approach. Working in partnership, sharing of knowledge, provision of drugs, equipment and human resources together with a multi-sector and multilevel approach could contribute to build resilience in humanitarian hospital programs during protracted conflicts. However, withdrawal of humanitarian support after two years could lead to a possible decline in the quality of care linked to the end of the delivery of drugs, equipment and human resources if the local and national health authorities are not able to find any solutions to the chronic vulnerability. Continuous conflicts may continue to cause new challenges in these hospitals.

This chapter raises issues and ideas for exploring resilience, stemming from various research disciplines, projected on the domain of air traffic management and aviation at interconnected system levels. Attempts are made to connect micro, meso, and macro levels in the aviation sector identifying corresponding research challenges. Examples of this ongoing research are given on how theory has already been translated into practical methodological use. Some connections between foci from Resilience Engineering, Disaster Resilience, and other research disciplines are projected on the air traffic management domain to explore how practical benefits can be obtained from these theories and which aspects of operational practice these theories connect to. The chapter shows that the concept of resilience from various research disciplines has a potentially wide application to system levels of air traffic management, and suggests resilience to be addressed from an interconnected systems perspective to provide added value to operations.

embraces complexity, performance variability and acknowledgement of when things go right and when things go wrong it is usually because there has been an aspect of organizational malfunction or failure. Each organisation comprises of a range of stakeholders both internal and external and holding a variety of roles. To gain a better understanding of how individuals and groups influence the decision-making process of organisations, a can be the appropriate approach of choice. This chapter presents an approach to stakeholder analysis within the context of health care and the growing realization that patients and pubic can make a valuable contribution to the decision-making process of organisations and the contribution to . Highlighted within the chapter are key questions and stages that require consideration when conducting a . To incorporate the contribution of patients and public, we use an analytical framework describing different aspects (decisions-making domains, roles and levels) of participation in healthcare decision-making. Reference is made to the benefits of conducting a , what the results can contribute with and indicates some of the challenges.

This book offers a purposefully broad exploration of resilience: it presents a variety of diverse perspectives in a range of practical contexts across various scales of system from a range of disciplinary positions. One of the core organising principles of this book is a concern with understanding how ideas of resilience can be translated into practice, and how practices of resilience can in turn be theorised and explained—irrespective of whether those practices are conducted at the ‘street-level’ by frontline actors or in the committee rooms of policymakers. To do this, the book explores empirical, methodological and theoretical challenges in analysing resilience, defining resilience, organising resilience, building resilience, leading resilience and regulating resilience—to name just a few of the activities that provide the focus of concern in these chapters. In this chapter, we provide a brief and necessarily partial survey of the varieties and commonalities of resilience that have emerged throughout the book, and then explore how—and why—we might move towards an integrated theoretical framework of resilience.