Resilience thinking has been applied in a wide range of contexts which relate to urban settlements including how organisations[1], communities[2] or regional economies[3] respond to natural disasters[4] and economic shocks, the ability of physical objects to bounce back following a disturbance, and the dynamic nature of socio-ecological systems[5]. There are distinctions between how resilience is understood across these applications, in part due to the nature of the object or system being examined and to the nature of the change being examined. Therefore the following section outlines the assumptions and principles upon which the framework’s design and selection of indicators are based.
Next section; Assumptions and Principles informing the framework design and measures
[1] McManus, S., E. Seville, Vargo, J. , et al. (2007). Resilience Management: A framework for assessing and improving the resilience of organisations. Resilient Organisations Research Report 2007/01. R. O. R. Programme.
[2] Norris, F., S. Stevens, et al. (2008). “Community resilience as a metaphor, theory, set of capacities and strategy for disaster readiness.” American Journal of Community Psychology 41( Numbers 1-2 / March, 2008): 127 – 150
[3] Pendall, R., Foster K., Cowell M., 2010. Resilience and Regions: Building Understanding of the Metaphor. Cambridge Journal of Regions, Economy and Society
[4] Norris, F., S. Stevens, et al. 2008 op. sit
[5] Walker, B and Salt, D 2006. op. sit