The chapter "Organizing for Resilience" by Kathleen M. Sutcliffe and Timothy J. Vogus from the University of Michigan aims to reverse the common tendency in organizational studies to focus on negative outcomes, such as threat-rigidity, downward spirals, and pathological cycles. Instead, it emphasizes the importance of resilience in helping organizations and individuals adapt and thrive in challenging conditions. The authors define resilience as the maintenance of positive adjustment under adversity, which is often inferred from judgments about an entity's performance and the extent of adversity it faces. They argue that resilience is not a fixed trait but a dynamic process that can be enhanced through various factors, including adequate resources, active mastery motivation, and effective communication processes. At the individual level, resilience is fostered by access to resources, mastery experiences, and the ability to exercise judgment and discretion. At the group level, resilience is linked to collective efficacy, which is the shared belief in the group's ability to organize and execute actions effectively. At the organizational level, resilience is anchored in processes that enhance competence, growth, and efficacy, such as mindfulness, resource reconfiguration, and conceptual slack. The chapter also discusses how resilience can counteract maladaptive processes like threat-rigidity, which can lead to rigid responses under stress. By broadening information inputs, loosening control, and reconfiguring resources, resilient organizations can respond positively to adversity and emerge stronger. Finally, the authors suggest directions for future research, including establishing criteria for defining resilience and understanding how resilient organizations interpret challenges differently. They conclude that positive organizational scholarship should view organizations as capable of exceptional performance even in the face of obstacles, and that resilience can provide a conceptual framework for developing theory and empirical research in this domain.The chapter "Organizing for Resilience" by Kathleen M. Sutcliffe and Timothy J. Vogus from the University of Michigan aims to reverse the common tendency in organizational studies to focus on negative outcomes, such as threat-rigidity, downward spirals, and pathological cycles. Instead, it emphasizes the importance of resilience in helping organizations and individuals adapt and thrive in challenging conditions. The authors define resilience as the maintenance of positive adjustment under adversity, which is often inferred from judgments about an entity's performance and the extent of adversity it faces. They argue that resilience is not a fixed trait but a dynamic process that can be enhanced through various factors, including adequate resources, active mastery motivation, and effective communication processes. At the individual level, resilience is fostered by access to resources, mastery experiences, and the ability to exercise judgment and discretion. At the group level, resilience is linked to collective efficacy, which is the shared belief in the group's ability to organize and execute actions effectively. At the organizational level, resilience is anchored in processes that enhance competence, growth, and efficacy, such as mindfulness, resource reconfiguration, and conceptual slack. The chapter also discusses how resilience can counteract maladaptive processes like threat-rigidity, which can lead to rigid responses under stress. By broadening information inputs, loosening control, and reconfiguring resources, resilient organizations can respond positively to adversity and emerge stronger. Finally, the authors suggest directions for future research, including establishing criteria for defining resilience and understanding how resilient organizations interpret challenges differently. They conclude that positive organizational scholarship should view organizations as capable of exceptional performance even in the face of obstacles, and that resilience can provide a conceptual framework for developing theory and empirical research in this domain.