In WWI, especially in the RFC, it was soon understood that six months of flying was about the limit for a person. They formalized this by putting you on a 6 month assignment back to the UK where you flew as a test pilot, trainer, or in the home establishment. You in effect "Recovered" up to a point. Same in WWII where in Bomber Command, there was a Mission limit which, if you survived, you also got a rest.
What I think many at work, and owners of small business feel is overwhelm from the idea that the relentless grind of their daily lives will never end. With shift work and weekends and the 24/7 nature of ownership, you have to break at some point.
This need for recovery has barely been recognized - thanks for giving it a name
It all depends on your definition of resilience, for me. Resilience is not just about health and wellbeing, or bouncing back. More recent work in this area has emphasised the links to positioning for future challenges and performance. Maybe worth a chat on this sometime?
Definitions are key-and I think we have become quite lazy with them. Taken makes a point that the opposite of fragile is not robust; it is “anti-fragile”. I also think we have to think about systems resilience, and why we think people being resilient in dysfunctional organisations is a good thing. Lots to go at here....
In WWI, especially in the RFC, it was soon understood that six months of flying was about the limit for a person. They formalized this by putting you on a 6 month assignment back to the UK where you flew as a test pilot, trainer, or in the home establishment. You in effect "Recovered" up to a point. Same in WWII where in Bomber Command, there was a Mission limit which, if you survived, you also got a rest.
What I think many at work, and owners of small business feel is overwhelm from the idea that the relentless grind of their daily lives will never end. With shift work and weekends and the 24/7 nature of ownership, you have to break at some point.
This need for recovery has barely been recognized - thanks for giving it a name
Wise insights. Thanks Richard 🌿
It all depends on your definition of resilience, for me. Resilience is not just about health and wellbeing, or bouncing back. More recent work in this area has emphasised the links to positioning for future challenges and performance. Maybe worth a chat on this sometime?
Definitions are key-and I think we have become quite lazy with them. Taken makes a point that the opposite of fragile is not robust; it is “anti-fragile”. I also think we have to think about systems resilience, and why we think people being resilient in dysfunctional organisations is a good thing. Lots to go at here....