Resiliencerisk

Resiliencerisk is a term used in risk management and organizational theory to describe the potential negative consequences that arise when resilience strategies themselves introduce new vulnerabilities or fail to adapt to changing conditions. The concept extends the traditional view of resilience, which focuses on an entity’s capacity to absorb shocks and recover, by highlighting that resilience interventions—such as diversification, redundancy, or adaptive governance—can generate additional layers of complexity, costs, and unforeseen exposures.

The roots of resiliencerisk lie in systems thinking and complexity science, where the feedback loops that make systems robust can also create cascading failures. For example, adding redundant power supplies may reduce risk of downtime, yet it can also increase maintenance burdens and the likelihood of equipment failure. Similarly, diversified supply chains can mitigate the impact of a single supplier disruption but may also spread information gaps and complicate coordination.

Assessment of resiliencerisk involves mapping the interactions of adaptive measures, evaluating the trade‑offs between added stability and introduced fragility, and reviewing historical evidence of unintended effects in similar contexts. Quantitative tools such as stress‑testing, scenario analysis, and network resilience metrics are often used to quantify the probability and impact of these new risks.

Practical implications for managers and policymakers include the need to periodically review resilience initiatives, integrate stakeholder feedback, and maintain flexibility so that adaptive systems can evolve as threats change. Recognizing resiliencerisk encourages a balanced, holistic approach to risk governance, ensuring that strategies to withstand adversity do not inadvertently create new pathways to failure.