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<p>This study analyzes the various resilience factors associated with a military high reliability organization (HRO). The data measuring organizational resilience was gathered from surveys aboard a US Naval vessel in March and October of 2015. A review of the surveys determined that there were potential differences in levels of resilience across the enlisted and officer ranks within the organization. A multiple linear regression model was used to search for any significant effects of rank on psychological safety. The findings confirmed that the leadership ranks of E4 to E6 reported lower rates of psychological safety. The study also found moderating effects on rank and psychological safety, such as identification as a sailor and identification with their division. The data analyzed in this project suggests that the organization should promote and support psychological safety through processes and cultural changes. Specific tools that could be used include positive socialization of newly arriving members and the use of good catch logs to reinforce the organization’s high reliability culture.
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<br>Subjects: resilience; high reliability organization; leadership; relational coordination; social support; psychological safety; cohesion; organizational effectiveness</div>
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Johns, Robert D.</div>
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