✓ *Perform positive adaptive behaviors*

The second principle of resilience defined by Mallak (1998) as the ability of organizations to respond in a positive and adaptive fashion to a wide range of events. Organizations that perform adaptive behaviors take an active approach toward solving problem in workplace. This principle is connected to the first principle of resilience. In fact, organizations that perceive constructively experiences adopt positive adaptive behaviors. This resilience principle focuses on adaptive as opposed to programmed responses. Over the years, the company has shown to have a mentality oriented towards adaptation and change. One of the respondents specified that:

*In recent years we are transformed into a modern company. I mean a company with market orientation. A company that has active processes instead of an administrative bandwagon. Along with this, there was a staff rejuvenation process, a very high training process on which a lot was invested. Also, because here there were patchy skills, that is, there were those who knew a lot and those who knew very little. And those who knew did not share information with others.*

#### He added:

*The offices were deserted and everything was improvised. Instead, we started hiring young people, people who have a certain kind of vision and preparation. Now there has been a significant change in the management approach.*

The company in recent years reviewed all the processes in order to improve their functioning and to reduce inefficiencies in time and costs. The revision of the process has allowed the company to adapt and direct the behavior of the operators in order to obtain the necessary information. The quality manager said that:

*We have transformed what were historical procedures not even described in formalized procedures; now we no longer use procedures related to the experience of those who managed but linked to an idea that was translated into a procedure regardless of who was responsible.*

In this process, the organizational chart was also revised and new employees were identified as responsible, most of them young or recently employed. This has allowed the company to obtain a logic of responsibility that aimed to direct the behavior of the various operators. The choice of new younger managers has made it possible to overcome some resistance, in particular among some older ones, as one manager of strategical investment emphasized.

Even at an individual level, the operators try to be adaptable to any problem and to find unplanned solutions. In the event that, for some reason, the material is missing, the maintenance operators do not block the work and try to recover the material from some other abandoned plant. Sometimes even at the last minute the operators change the work program because there is a delay in the delivery of the materials by the suppliers trying to do another activity that does not require the material or for which the material is available. The change in the type of activity was made, for example, even during rainy days. There are activities that must be done outside the company and others that can be done within the company, in the case of bad weather conditions even at the last moment in order to not block and slow down the work operators change program and try to carry out activities within the company. This adaptive behavior to the conditions of the context was also noticed during the working meetings. In one case, for example, of a design error, the project manager identified the error and also highlighted the solution without addressing to external designers. These adaptive behaviors on an individual level have been made in particular to avoid blocking work and respecting company objectives.
