The author uses a term used in physics and engineering to talk about the security professional and his ability to adapt to the environment around him. By: Diofanor Rodríguez, CPP
When we touch on the issue of crises in security companies, we usually refer to their final result in terms of economy or service. But the root cause of the problem is not sought in the processes, decisions and behaviors that achieved the results.
In this sense, it is then necessary to delve into organizational behaviors, where categories of analysis appear that are deep and that have been treated partially or tangentially when analyzing from other perspectives the processes in security that occur within organizations.
Resilience is a term originated in physics and in particular in engineering in the study of materials, and refers to the ability of an element so that, in the face of a blow or the action of external elements, it can return to its original state.
Subsequently, this concept has been taken to other disciplines of knowledge such as ecology, where it is used to define the capacity of an ecosystem to recover and return to its original particular state, after having been unbalanced.
Resilience is understood, from the previous conceptions, as the capacity, potential or ability of a subject, domestic group or social system to adapt, and become superior to adversity to continue their life plan in the world.
In this order of ideas we observe that the security man is no stranger to this type of situation, on the contrary he remains embedded in it in his day to day. Resilience is based on the interaction between the security man and the environment. Specifically at the level of social interventions.
It is for this reason that it is stated that "the way to evaluate a man of security is not by what he conceives in moments of goodness and convenience, but by what he does in moments of combat and controversy."
Very often, the cycles of the security man resemble those of a bouncing ball, going through periods of expansion, recession and liberation.
While these stages are usually well defined and there are factors in the environment where the security activity takes place that act on them, it is possible to effectively influence these periods to extend the favorable stages and bounce more quickly from the negative ones.
To achieve a good "Bounce" the security man must consider the following that is fundamental:
- Not only have a "shared vision" of your job and clear objectives, but also adhere to the policies outlined by the organization you represent.
- A defined action plan, this is aligned and articulated with the guidelines of the organization.
- A system that allows generating rewards to the employees most identified with the security of the organization.
- Possess a method that allows an effective decision-making process.
- Have a plan for innovation and encourage creativity.
- A principle for recognizing weaknesses and opportunities.
- Create spaces that allow you to carry out the innovations conceived.
- Be prepared to receive criticism, and with this achieve appropriate strengths in the development of the security activity.
- You could say without fear of being wrong that "very nice on paper, but how about bringing it to practical life?"
The decisions that positively drive a security man arise very often from those who have positive or negative experiences in the performance of their work. I say this for a simple reason: there are those who come to work just to wait for the day to end. It is also true that an idea that makes the difference between staying at the lowest depths or an outstanding "Bounce" appears at any time.
For these ideas to flow more easily it is essential to create an environment where you can have confidence to express your creativity. The security men who manage to implement strategies that create a positive environment for the "Rebound" are the ones who change, innovate and update today, to be winners tomorrow. That is, they are the ones who have resilience.
Resilience in the terms explained provides a new ground of understanding and ability to understand and face certain particular steps or events of business life, such as those mentioned below:
Processes of organizational and cultural change, in which the individual capacity of the security man to embed these challenges is tested.
Processes of adaptation to environmental demands, which entail changes in traditional security practices.
Processes of reduction or reassignment of personnel, which force to generate new ways of differentiating the work of the security man.
Day by day we can observe clear patterns that refer to how important it is for organizations, society and for the world of security to have professionals in this sector who are moldable and elastic in the face of change, with the ability to adjust to the problems that are shown and take advantage of them, able to resist difficult contexts, to be proactive, to learn from their own mistakes and from others. Again, these types of professionals and people in general are the ones we can consider resilient.
References
http://andresubierna.com/la-resiliencia-en-la-vida-laboral-y-personal
www.secretosenred.com/articles
Estudios Gerenciales Print version ISSN 0123-5923 MIGUEL ATEHORTÚA M
