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Practice paper

Business resilience best practices that do not work: Cautions and guidance

Cliff Thomas
Journal of Business Continuity & Emergency Planning, 15 (1), 6-16 (2021)
https://doi.org/10.69554/TIND6703

Abstract

Across the world, there is an increasing tendency for businesses to rely on best practices, based on the assumption that they provide proven, credible and efficient solutions. In-depth scrutiny of ‘best practicism’, however, paints a different picture of its effectiveness; indeed, the adoption of best practices is commonly ineffective due to their misapplication or the use of unsupported assumptions. This article explores the use of best practices in the business resilience profession and describes reasons why assumptions about them are often incorrect. Cautions about best practices focus on the importance of change processes, underestimating problem complexity, and the influence of confirmation bias. These factors, and ways to address them, are described in the context of business resilience.

Keywords: best practices; business continuity; business resilience; cognitive biases; complexity; confirmation bias

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Author's Biography

Cliff Thomas is a risk consultant and adjunct professor at Colorado State University and the University of Denver. In his role as consultant, he has assisted numerous organisations in designing and implementing preparedness, resilience and enterprise risk management programmes. As an adjunct professor, he instructs in leadership, organisational development and research methods. He has also held operational positions in the military, aerospace, telecommunications and financial service sectors. He holds professional certifications from Disaster Recovery Institute International and the Business Continuity Institute, and has a doctoral degree in organisational learning, performance and change.

Citation

Thomas, Cliff (2021, September 1). Business resilience best practices that do not work: Cautions and guidance. In the Journal of Business Continuity & Emergency Planning, Volume 15, Issue 1. https://doi.org/10.69554/TIND6703.

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cover image, Journal of Business Continuity & Emergency Planning
Journal of Business Continuity & Emergency Planning
Volume 15 / Issue 1
© Henry Stewart
Publications LLP

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