MANAGEMENT DEVELOPMENT INSTITUTE - GURGAON

Post Graduate Programme in International Business

PGPIB: 2020-22 Batch Term: II (Oct -Dec 2020)
Operations Management
Submission Deadline:
st
Monday, 21 Dec 2020 Group Minor Project Weightage: 10%
Prof. (Dr.) Manoj K Srivastava

PGPIB: 2020-22
Group

06
Theme-06
Organizational Resilience:
Harnessing experience, embracing opportunity

Name of Group Members

(In Ascending ID)

1 20PGPIB008 Aman Siddiqui

2 20PGPIB015 Divya Anurag Agarwal
3 20PGPIB024 Kartik Mrig
4 20PGPIB030 Prashant Thakur
5 20PGPIB039 Shahinur Miraz Rahman
6 20PGPIB056 Shivam Awasthi

1
 TABLE OF CONTENTS

WHAT IS ORGANIZATIONAL RESILIENCE? 3

ORGANIZATIONAL RESILIENCE: THREE KEY DOMAINS 4

OPERATIONAL RESILIENCE 4
SUPPLY CHAIN RESILIENCE 4
INFORMATION RESILIENCE: 5

ELEMENTS OF ORGANIZATIONAL RESILIENCE 5

PRODUCT EXCELLENCE 5
PROCESS RELIABILITY 6
PEOPLE BEHAVIOR 6

THE EVOLUTION OF THINKING ON ORGANIZATIONAL RESILIENCE 6

PREVENTATIVE CONTROL 6
MINDFUL ACTION 7
PERFORMANCE OPTIMIZATION 7
ADAPTIVE INNOVATION 7

THE ORGANIZATIONAL RESILIENCE ‘TENSION QUADRANT 7

PREVENTATIVE CONTROL: DEFENSIVE AND CONSISTENT 7
MINDFUL ACTION: DEFENSIVE AND FLEXIBLE 8
PERFORMANCE OPTIMIZATION: PROGRESSIVE AND CONSISTENT 9
ADAPTIVE INNOVATION: PROGRESSIVE AND FLEXIBLE 9

INTRODUCING THE 4SIGHT METHODOLOGY 10

FORESIGHT: ANTICIPATE, PREDICT AND PREPARE FOR YOUR FUTURE 11
INSIGHT: INTERPRET AND RESPOND TO YOUR PRESENT CONDITIONS 12
OVERSIGHT: MONITOR & REVIEW WHAT HAS HAPPENED & ASSESS CHANGES 13
HINDSIGHT: LEARN THE RIGHT LESSONS FROM YOUR EXPERIENCE: 13

BENEFITS & CONCLUSION 14

2
What is Organizational
Organizational Resilience includes more
Resilience? than just the capacity to endure, imperative
however this is. It empowers organizations
to saddle insight and grasp opportunity to
flourish in the present dynamic,
interconnected world.

At last, Organizational Resilience is the

appearance of 'making excellencea
propensity'. A business chief's expert
commitment should be to guarantee that
their association performs reliably well and
to leave it in robust shape for the future. To
accomplish that, they should guarantee
their association, just as the business, is
resilient.

Figure 1: Organizational Resilience drivers

(https://fbk.it/blog/blog-organizationalresilience.html)

Organizational Resilience is the capacity of

an association to flourish year on year in a
dynamic, interconnected world.
A strong association is adaptive, agile,
robust and serious – bridling experience
and embracing opportunity to pass the test
of time. Organizational Resilience includes
the reception of best practice to convey
nonstop business improvement, installing
skill and capacity across all parts of an
association. Organizational Resilience is
natural for an association's ethos and gives
a regular stage and mutual perspective for
adjusting to a unique business climate;
permitting pioneers to face estimated
challenges with certainty, reacting rapidly
and suitably to both happenstance and
danger.

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Organizational
Resilience: Three key
domains
Figure 2: Continuous Improvement Framework
(https://www.bsigroup.com/en-IN/Our-
services/Organizational-Resilience/Essential-elements-and-
domains-of-Organizational-Resilience/)
Operational Resilience:
A resilient organization has a full
comprehension of how it is run and the
climate in which it works. This
incorporates distinguishing operational
upgrades across its items/administrations
and cycles to address the issues of its
clients over the long haul, through to how
an organization esteems its kin and
oversees itself. It requires certifiable proof
that the organization isn't complacent and
is continually provoking itself to improve
execution and develop economically.
To accomplish operational resilience relies
on clear knowledge and investigation of
the yields and contributions of items,
cycles and individuals. This requires
gathering understanding and taking
educated, strategic and vital choices in an
ideal way. At last it is tied in with having
an unmistakable vision, and running after
it. Adhering to and accomplishing that
vision includes all parts of
operational great work on, beginning with
great administration at board level and
afterward zeroing in on territories, for
example, management of quality,
environmental issues and occupational
health and safety. A resilient organization
is mindful. It has a valid comprehension of
the circumstance and strength of the
business –
the dangers, weaknesses, qualities and
current capacities of the organization, just
as the commercial center and outer climate
it works inside.
Supply Chain Resilience:
As supply chain networks progressively
range mainland and become more intricate,
the capacity to evaluate and alleviate
supply chain hazards all through the
obtainment, assembling, transportation and
deals lifecycle is foremost. Organizations
need to distinguish basic dangers to limit
interruption and help secure worldwide
operational, monetary and reputational
introductions.
Firms endeavoring to keep up their serious
edge and edge levels have been compelled
to move a few or the entirety of their
producing operations to nations that offer
more moderate work costs. Current
assembling depends on worldwide supply
chains for crude materials and
progressively for completed segments for
gathering, marking and showcasing.
Essentially, business & expert
administrations organizations regularly
rely on consultancy and backing
administrations from around the globe.
Notwithstanding, dependence on expanded
supply chains, contract producers and
globalization of operations can cause
negative effects, including business
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interference, discolored notoriety and
harmed brand esteem. Enormous
organizations can be intricate and unfit to
access or respond to one side data across
different capacities; and many do not have
a low cost, inconspicuous approach to
gauge sway.
Supply chain hazard is to a great extent
unsurprising and through appropriate
demonstrating can be recognized and
alleviated ahead of time of an antagonistic
occasion. For instance, in 2011, numerous
car
producers' get together operations were
disturbed on the grounds that of a fire at a
solitary provider's production line in
Germany.
Information Resilience:
processing and the rethinking of individual
and business information has just
exacerbated the issue.
Organizations should assemble, use and
store information properly and secure its
respectability with robust information
security, the executives’ frameworks. In
the present computerized world individual
and business clients should have the option
to trust organizations to be run safely and
to have satisfactory conventions set up to
ensure their sensitive information.
Best practice organizations guarantee that
information security is implanted into their
organizational conduct – supporting fast
and successful dynamic in a protected
climate.

In this day and age, organizations should

Elements of
be trusted to shield sensitive information.
A resilient organization should deal with
Organizational
its information – physical, computerized
and licensed innovation – all through its
Resilience- Product
lifecycle, Excellence, Process
from source to annihilation. This requires
the appropriation of information security- Reliability & People
disapproved of practices that permit
partners to assemble, store, access and use Behavior
information
safely and successfully.
Product Excellence:
In this setting 'product' alludes to whatever
Information is key in keeping up trust and
product, administration or arrangement an
straightforwardness across a supply chain
organization brings to market to produce
and it is a basic component inside an
income. The beginning stage is to ask
organization in overseeing execution,
which areas an organization serves. Do its
guaranteeing due measure and ensuring the
capacities and products coordinate the
nature of the final result. Digitalization has
market prerequisites – and consent to
enormously helped business profitability,
administrative necessities – what's more, if
be that as it may, has left organizations
not, how can it adjust to them?
helpless against security dangers
Horizon examining – the methodical
for example, PC helped misrepresentation,
assessment of information to distinguish
surveillance, damage and 'digital
likely dangers, chances, arising issues and
defacement'. Most dangers are not outer,
openings – should play a key job.
but rather stem from helpless practice
inside. The fast extension of cloud
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Really resilient organizations enhance, not common society and its supply chain
just bouncing on another person's fleeting accomplices on moral and social obligation
trend, yet making new products while issues. In the event that our experience is
continually remaining one stage in front of positive we, and numerous others like us,
contenders. They are well prepared to will aggregately fortify the brand's
separate their contribution, taking a lead standing. Organizations that finish the test
while others follow. of time
accomplish arrangement between client
Process reliability: desires and representative conviction by
Implanting knack for excellence into the having a strong sense of identity.
advancement of products and Numerous organizations have moved away
administrations and offering them for sale from order, progressive administration.
to the public is a key part of progress.
Organizations need an orderly All things considered, present day pioneers
way to deal with quality in the broadest accomplish commitment by being more
feeling of the word. They should guarantee inclusive and value the contributions from
they 'do the nuts and bolts right' reliably their staff.
through the strength and reliability of their
processes, while still
leaving extension for development and
imagination. The evolution of
Business-basic processes in zones, for thinking on
example, quality, natural administration,
wellbeing and security, dependable Organizational
sourcing, information security and business
coherence should be robust and agreeable.
Resilience
Also, not just inside an organization itself,
yet additionally all through its supply
chain, where the weight on organizations
emerging from globalization of the supply
chain and their utilization of outsider
providers, opens the door to corruption and
compliance
challenges.

People behavior:
An organization's people, culture and
values decide business achievement.
'People work with people' may be a
platitude, however it stays succinctly that
we regularly judge an organization by the Figure 3: Organizational Resilience Evolution
individual experience we have with it.
1. Preventative control: Organizational
This incorporates how its representatives Resilience is achieved by means of risk
serve us, and how we notice the management, physical barriers, redundancy
organization associating with the climate, (spare capacity), systems back-ups
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and standardized procedures, which protect
the organization from threats and
allow it to ‘bounce back’ from disruptions
to restore a stable state. i.e. defensive +
consistent.
2. Mindful action: Organizational
Resilience is produced by people, who
notice and react to threats and respond
effectively to unfamiliar or challenging
situations. i.e. defensive + flexible. It soon
became recognized that Organizational
Resilience was not only about learning to
bounce back (Wildavsky,1988), but also
Figure 4: Tension Quadrant
the ability to ‘bounce forward’ (Manyena,
O’Brien, O’Keefe and Rose, 2011) to grow
and prosper in the future (Reich, 2006). Preventative control: defensive and
consistent
3. Performance optimization:
Organizational Resilience is formed by
Society expects organizations and critical
continually improving, refining and
infrastructures to be safe, secure and
extending existing competencies,
dependable, and that industry, government,
enhancing ways of working and exploiting
regulators and service-deliverers have
current technologies to serve present
appropriate and continually improving
customers and markets i.e. progressive +
capabilities to ensure this. Small problems
consistent.
and errors, which are not rectified at
source, can cascade into more significant
4. Adaptive innovation: Organizational
events.
Resilience is created through creating,
As damage propagates, it may induce
inventing and exploring unknown markets
component failure and eventually system
and new technologies. Organizations can
failure. Regulating the system involves
be the disruption in their environment i.e.
protecting it from threat by promoting
progressive + flexible.
constancy and predictability. The ultimate
goal of regulation is to produce fail-safe
The Organizational system designs. Defenses, barriers,
safeguards and back-ups occupy a key
Resilience ‘Tension position in this approach. Systems have
multiple defensive layers: some are
Quadrant engineered, others rely on people, and yet
others depend on procedures and
administrative controls.

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Preventative control: At its best
Known problems are solved using
proven techniques
Standard ways to do things are
perfected by fine tuning
Redundancy through design and
diversification has a stabilizing effect
Disturbances are quickly counteracted
by planned responses
Preventative control: Signs of
weakness
Systems and people are impractical and
rigid – ‘go by the book’
Local practice has taken over from written
procedure and has become normal
Inefficient and complex systems and
processes
Prearranged corrective actions are unclear
or impracticable
Mindful action: defensive and flexible
To be resilient is to be prepared for
adversity, which requires “improvement in
overall capability, i.e. a generalized
capacity to investigate, to learn, and to act,
without knowing in advance what one will
be called to act upon” (Wildavsky, 1988).
Rather than relying on static controls and
reactive responses, Organizational
Resilience also requires resources that can
be activated, combined, and recombined
in new situations, as challenges arise
(Sutcliffe and Vogus, 2003). An important
contribution of this stream of work is that
people are not regarded purely as sources
of error, but provide a positive contribution
towards resilience (Hollnagel, Woods
and Leveson, 2006). For example, it has
been suggested that the operator’s role is
to make up for holes in the designer’s work
(Rasmussen, 1986). Thus, the focus of
resilience thinking shifted to the need for a
culture that facilitated noticing and
containing problems (Sutcliffe and Vogus,
2003).
Mindful action: At its best
People are wary about what could go
wrong
Opportunities and problems are noticed,
understood and addressed quickly
People exercise judgement, discretion, and
imagination when faced with challenges
People are empowered to act when they
recognize a problem
Mindful action: Signs of weakness
People being too certain about how things
are.
Signs of problems are missed; people who
raise issues are ignored; people don’t
report errors
People diffuse responsibility for resolving
problems and defer decision making and
action to others
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Performance optimization:
progressive and consistent
Driven by globalization, the need for
downward pressure on costs and the aim of
improvements in shareholder value, many
organizations have focused on the need to
plan, organize for and realize efficiency
gain and increase productivity
(Judge,Piccolo and Ilies, 2004).
Performance optimization involves
learning to do existing things better,
delivering goals and meeting the needs of
the public, the media, regulators and the
government, who all demand that products
and services be delivered that ‘work right
this time, next time and every time’.
Typically, optimizing involves process
enhancement, including the refinement,
extension and exploitation
of existing assets and competencies,
technologies, and paradigms (March,
1991).
For an organization this means
“identifying operational improvements
across its products/services and processes
in order to meet the needs of its customers
over time, through to how it governs itself”
(BSI, 2014)
Performance optimization: At its
best
Performance improvement – ‘do what we
do better’
Known solutions are implemented quickly
A clear sense of direction, goals, roles and
responsibilities
A strong individual leader who people can
relate to
Performance optimization: Signs of
weakness
Lack of novel ideas on how to ‘do better
things
Overconfidence in “best” practice;
viewpoints of non-experts are excluded;
People’s individual identities and motives
are at odds with the organizational goals
Lack of leadership at all levels; lack of
devolved ownership and responsibility
Adaptive innovation: progressive and
flexible
“It is not the most intellectual of the
species that survives; it is not the strongest
that survives; but the species that survives
is the one that is able to adapt to and to
adjust best to the changing environment in
which it finds itself” (Megginson, 1964).
The famous quote, often attributed to
Charles Darwin, highlights the importance
of adaptation. In today’s business
environment the rapid production of
knowledge and innovation is critical to
organizational survival (Uhl Bien et al.,
2008). Innovation involves creative
problem-solving, innovation and learning,
which have become critical to competitive
advantage (Santos and Eisenhardt, 1989).
In response to these challenges,
organizations can no longer engage in
technical change by applying known
solutions and current know-how that can
be implemented by experts, rather they
need to engage in adaptive change that
“requires going beyond any authoritative
expertise to mobilize discovery, shedding
certain entrenched ways, tolerating losses
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and generating the new capacity to thrive
anew” (Heifetz, 1994; Heifetz and Laurie,
1997; Heifetz and Linsky, 2002). This
requires experiments, new discoveries and
invention from numerous places in the
organization or community.
Adaptive innovation: At its best
Productive tension disrupts existing
patterns and generates a search for new
possibilities
Creative thinking and problem solving by
people drawing on multiple perspectives
and taking risks in a safe environment
Collective strategic action with rich
interactions coalition formation,
negotiation and compromise
Systems-wide changes across borders and
boundaries; multidimensional and
fundamental changes
Adaptive innovation: Signs of
weakness
Entrenched thinking; People often resist
even acknowledging adaptive challenges
Lack of diversity of people and outlooks;
nonconforming voices are ignored; people
are too frightened to try something new
Silos; people refer to “them” and “us”;
resources or ideas aren’t shared
Quick fixes; local changes; reinventing the
wheel; change is resource intensive and
slow - the search for solutions goes on
Introducing the 4Sight
methodology
• Organizations have increasingly
complex projects with multiple
stakeholders. The leaders are focusing
on different parts of the organization to
measure effectiveness. Organizations
bring resources in from the
environment, and those resources are
transformed into outputs delivered back
into the environment. The effectiveness
can be measured through the below
approaches:
o Resource-based approach
assesses effectiveness by
observing the beginning of the
process and evaluating whether
the organization effectively
obtains resources necessary for
high performance
o Internal process approach looks
at internal activities and assesses
effectiveness by indicators of
internal health and efficiency
o Goal approach to organizational
effectiveness is concerned with
the output side and whether the
organization achieves its goals in
terms of desired levels of output
• The modern problem solving is based
on the assumption that there are
disagreements and competing
viewpoints about what constitutes
effectiveness. The solution should
satisfy multiple stakeholders and lead
to long term growth in the organization.
• Through developing four main
practices: foresight, insight, oversight
and hindsight, the 4Sight methodology
helps those in leadership positions in
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 the organization, implement and the dynamic problems that abound in
maintain organizational resilience. modern business.
• 4Sight is especially helpful in dealing
4Sight describes a repeatable process
with complex problems such as the
employing creative thinking. It
development of a new software
application, the development of a new involves four core processes –
technology, the designing of a new
infrastructure system, the introduction
of a major change program or the
management of a crisis.
• Due to insufficient or conflicting
information, the number of
stakeholders and opinions involved, the
financial risk, and the interconnected
existence of these problems with other
problems, such challenges are difficult
to overcome.
• Issues involving shifting behavior,
beliefs and goals, or which are
indeterminate in nature and size, are
difficult. Organizational resilience is at
the heart of mobilizing people to solve
these challenges and problems.
• Organizational resilience is at the heart
of mobilizing people to solve these
challenges and problems. Managers Figure 5: 4Sight Response
signal and implement values through
leadership as well as through the formal Foresight: Anticipate, predict and
system of the organization. Leaders prepare for your future:
must formulate and communicate a
clear vision. Managers should Foresight is the field of theory & practice
remember that every statement and relating to construction of high-quality
action have an impact on culture and forward views to make inform decisions
values. and actions in the present. It is specifically
• The organization and the external oriented towards organizational application
environment are complex and so that is, towards the coordination of
continuously changing. The 4Sight action amongst groups of individuals with
methodology complements the shared purposes.
methodology of the developed Plan- Being unsure of what you don't know is the
Do-Check-Act (PDCA) mechanism. worst kind of uncertainty. Therefore, to
Although PDCA provides stability, expand and grow an organization, one
4Sight offers the versatility to deal with must search for the external stimuli to the
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organization. This will entail continuous
monitoring of future possibilities and
potential risks to the company. Exploring
possible, plausible, probable and preferred
futures in a structured way will help to plan
better. This foresight will assist individuals
to be mentally prepared for ambiguity and
transition.
In order to help the people, predict and
notice challenges, mistakes and problems
within the company that might develop
into major events, Foresight often requires
an internal emphasis. The leaders must
encourage individuals to follow the
warning signs and attend to impending
issues with 'bad signals.' Just as with
evolution, the secret of resilience is variety,
which comes from different viewpoints
and diversity in organizational terms.
Embrace different points of view and listen
to diverse voices.
Insight: Interpret and respond to
your present conditions:
Bring people together to pause, step back
and see a big picture, helping them to think
about the interactions between the different
parts of the organization. Examine knock-
on effects and change the attention
between the various areas of the company
and the organization as a whole. Try to
bring clarity and attention to the challenges
you face and frame them in ways that help
people develop mutual understanding and
dedication. Look for patterns and
connections in your environment and
develop multiple assumptions about what's
really going on. This includes regularly
collecting information and facts from a
variety of sources, including first-hand
customer observation in the field or front-
line workers, to continuously refine and
refresh your understanding of the status of
ongoing operations and the world you face.
In short, build up a situational awareness.
Unceasingly check for latent problems and
mistakes. Encourage citizens to report
irregularities, errors and complaints,
however small, without fear of retaliation,
and offer faith that people's concerns will
be answered.
Avoid being detached from what
consumers and frontline staff do, say, think
and feel. Spend time studying, engaging
and empathizing with others to understand
their perspectives and motives, as well as
immersing yourself in the physical world
in order to obtain a deeper personal
understanding of the issues involved. Some
of the most important realizations come
from realizing the difference between what
someone says and what they do. Elicit
stories from people you're talking to, and
still wonder, "Why? "To explore a deeper
sense. It is often necessary to reframe or
disrupt traditional thinking about solutions
by questioning the widely accepted view of
the underlying problem. Enable people to
discuss the conflicting aspects of the issue
and promote new ideas that might change
people's minds from having just 'either/or'
options to 'both/and' solutions.
Oversight: Monitor and review what
has happened and assess changes:
Oversight is important for organizations
because failures in control can lead to large
financial losses, reputation damage, and
possibly even to organizational failure.
Oversight has two basic functions:
• Strategic control: the process of
monitoring as to whether to various
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 strategies adopted by the
organization are helping its internal
environment to be matched with the
external environment. It allows
managers to evaluate a company's
program from a critical long-term
perspective.
• Management control: include
processes for planning, organizing,
directing, and controlling program
operations.
Oversight is necessary to guard against
possibilities that people will do something
the organization does not want them to do
or fail to do something they should do.
Establish a comprehensive process for
defining, prioritizing, sourcing, handling
and tracking critical risks for the enterprise
and ensure that the process continues to
evolve as the market climate changes.
Balance efficiency and compliance by
ensuring that management decisions are
aligned with the corporate strategy, reflect
the culture of business and comply with the
risk profile of the company. Understand
the risks inherent in your business model,
including the key assumptions that underlie
the continued viability of the mission, and
agree with executive management on the
company's risk appetite and failure
tolerance.
The organization must monitor its own
performance and track how things are
going. The organizations should compare
budgeted figures with actual figures. It is a
key insight to understand how the
organization is performing over time.
Many companies use lagging metrics that
are backward-focused or 'trailing.'
However, leading metrics that concentrate
on potential success and quality
improvement are also used. These
initiatives are proactive in nature and
report on what employees are doing on a
daily basis to ensure resilience. Examples
of leading indicators include customer
satisfaction, employee training hours and
lagging indicators such as profitability,
market share etc. There is a strong
correlation between key leading indicators
and future performance of an organization.
Hindsight: Learn the right lessons
from your experience:
“Don’t make the same mistake twice.
Learn from your mistakes rather than
repeating them."
Our valuable experience and learnings
define the future path of our organization.
Invest time in learning about previous
experiences and events. Future success will
only be improved if the company is eager
and able to improve its actions as a result
of experience. Learning goes beyond
collecting statistical data on incidents,
Metrics and Analysis will help the
organization under root causes.
Hindsight bias is a psychological effect
that can limit learning and create a blame
culture. The term hindsight bias refers to
the tendency people have to view events as
more predictable than they really are. As
knowledge of outcome biases our
judgement about the processes that led up
to that outcome.
The leader needs to create a culture and
environment that allows employees to fail.
If your employees are afraid to fail, they
won't try. They'll never get creative or
attempt something new. Instead, they'll do
everything exactly inside the lines and
keep everything exactly how it is.
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Therefore, resist playing the classic blame
game by pinning faults and discuss what
could have been done better. This will help
uncover the situational and organizational
factors that led to the event.
Benefits & Conclusion
• Organizational resilience is the capacity
of an organization to anticipate, plan,
react and adjust to incremental changes
and sudden disturbances in order to
thrive and prosper.
• Organizational resilience needs a
holistic approach and an effective
balance of preventive management,
careful intervention, performance
enhancement and adaptive innovation.
• Organizational resilience may be
challenging to understand, execute and
maintain – many companies are
heading toward disaster or irrelevance.
• Organizational resilience requires
strong leadership and a change in
thought – leaders and colleagues should
use the 4Sight approach.
• The focus on 4Sight methodology
depends on the essence of the issues
facing the company. Having that wrong
would minimize organizational
resilience.
• Whether you are a Chief Executive
setting the course of the company or a
person working on a particular mission,
the 4Sight technique will allow you to
accomplish organizational resilience
• Creative approaches to evolving
challenges and opportunities can only
be accomplished by stimulating fresh
concepts and new ways of operating,
drawing on different experiences and
interdisciplinary teams, or co-creating
with customers and consumers. The
4Sight model includes the generation
and refinement of concepts and the
creation of designs and prototypes.
• In an increasingly diverse and
competitive environment,
Organizational Resilience calls for
leaders to be able to guide and organize
change, but to do so without specifying
solutions or creating 'top-down' visions
and objectives that might alienate the
very people who can create solutions to
emerging challenges. Paradoxically,
therefore, executives must handle and
control the conflict between the solid,
welcoming leadership that people want
to see in times of transition and the
more challenging, collaborative
leadership that will maintain the
company.
• In the leadership, as in the
Organizational Resilience as a whole,
the highly dynamic, unpredictable,
complicated and ambiguous world calls
for an acceptable balance between
security and development, stability and
flexibility.
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