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   The ICOR Resilient Community  

- click on each landmark to learn more
The ICOR Organizational Resilience Model
It is important to take a systems view of organizations, recognizing that there are multiple interdependencies within and between different organizations that influence their ability to respond and recover.  This means that effective resilience management for any one organization must look beyond that single organization and consider the resilience of other organizations that it depends on. Resilience is not something that can be achieved by any one organization or infrastructure system acting in isolation. Organizations are required to work together toward system resilience in order to build resilient communities (from Building Organisational Resilience: A Summary of Key Research Findings, Resilient Organisations Programme, New Zealand. www.resorgs.org.nz)

The ICOR Resilience Model focuses on “Building Resilient Communities.”
The above graphic provides a visual depiction of ICOR’s Resilient Community, which includes representative landmarks that work together to promote resilience.  There are intentional open connection points in this model that reflect ICOR’s commitment to include future organizations and trends.  While the model is virtual, it has real-world application. 

The ICOR Resilience Model focuses on “Building Resilient Communities.” In order to fully understand the characteristics or principles of a resilient community, it is important to understand the quality characteristics or elements that characterize healthy communities.

Communities are comprised of many types of organizations – from government to business to educational institutions to faith-based organizations – each of which support or contribute to the health and resiliency of that community.

In order for the community as a whole to be resilient and viable, each one of the organizations within that community needs to be able to provide their particular goods and / or services – no matter what challenges the world puts before them.

What are the quality characteristics of a resilient organization?

The following includes excerpts from an article published by Harvard Business School Publishing Corporation,
written by Diane L. Contu, How Resilience Works, 2002

This maxim is true for individuals and organizations. Resilient organizations have sober, almost pessimistic, views on those aspects of reality necessary for survival. They regularly ask, “Do we truly understand – and accept – the reality of our situation?” Staring down reality, though grueling, enables organizations to train themselves to survive before the fact.

Resilient organizations call on enduring values to find meaning in hardship
– to build bridges between current difficulties and a better future. Those bridges make bearable even the most painful present. Shared values are more important for organizational resilience than a payroll filled with resilient individuals. If resilient employees are all interpreting reality differently, their decisions and actions may conflict – threatening their organization’s survival.

Resilient organizations use whatever’s handy to overcome hardship. They improvise solutions without obvious tools and imagine possibilities where others are confounded. Though they often have strict rules and regulations (thus appearing less creative than other organizations), their discipline actually increases their resilience.

Using the resilient community model, ICOR has identified groups of community members who help to contribute to the resiliency of the community as a whole by their role within the community.


All healthy communities have a government that is self-governing and self-sustaining. It provides services needed by its community members and provides for the development and maintenance of the community’s environment and infrastructure.

The government should have healthy relations with the governing bodies of other countries and abide by international law and the Geneva Convention. It should also have governing bodies, laws and representation and enforce its laws in a humane manner. The government should enforce its laws in a humane manner and have an appeal process within its court system.

The government protects its community members through use of the military and police.

Organizations that might be a part of the government organization would include government offices, military forces, police, fire, public hospitals, government providers of utilities such as electric, water, gas, sanitation, transportation systems and communication systems that are all used by community members and are provided by the government.

Diversified Economic Development

All communities require economic health and development in order to thrive. A resilient community is one where community members have access to good jobs and good wages and where employment is based primarily on education and skills. The community produces enough goods to meet the needs of the community members. A resilient community has a diversified economy that includes the following groups:

• Financial Institutions
• Central bank
• Banks
• Trading firms
• Clearing houses
• Investment / Real Estate / Commerce
• Business, Industry, and Commerce
• Commodities
• Goods and services
• Natural resources
• Domestic and International Trade

Environmental Stewardship

A resilient community has a healthy ecosystem and habitat. It has a limited amount of pollution in the water, air and land and it has procedures for the reduction of waste, and the recovery, reuse, and recycling of waste materials. A resilient community abides by International laws and standards and enforces these regulations.

Groups that are part of managing the community’s natural resources and protecting the environment are either provided by the government or are conducted by privately owned companies that deliver services such as electricity, water, gas, waste management, and sanitation services.

Life-Long Learning
A community needs to provide its members with a public education system that provides equal opportunities for the education of all of its community members. Private and religious education should also be available.

Informal education should be available for community members to access additional learning through traditional and non-traditional methods. Within one’s career or job, community members should have the opportunity for professional development.

A healthy community includes access to knowledge repositories such as a library or the Internet. This includes the availability of up-to-date world and community news and public community emergency notification procedures necessary in times of disaster.

Quality of Life

In a resilient community, all members of the community are equal and diversity is valued. The community places a high value on human life. Community members have access to affordable housing, supporting pride and self-reliance.

A resilient community is one in which it is safe for its community members to live. Community members are safe from crime.

In a resilient community, community members have access to quality and affordable medical treatment including mental health care.

Community members have the freedom to worship in the religion of their choosing and community and faith-based organizations are available to provide disaster relief and assistance when necessary.

For more information, please contact us at:
The International Consortium of Organizational Resilience
email: info@theicor.org
phone: 1-866-765-8321 or +1630-705-0910
  ©2011 The ICOR