...in thinking

Resilience Engineered

Three films to demystify resilience, funded by The Resilience Shift, developed in collaboration with the Department of Engineering, University of Cambridge.

Summary for Urban Policymakers

A summary for urban policymakers, presenting the latest Intergovernmental Panel on Climate Change (IPCC) assessments in targeted summaries that can help inform action at the city scale.

Resilient Leadership

Real-time learning from the Covid crisis was captured over 16 weeks of interviews with senior leaders, providing insights into what makes resilient leadership, and how to lead for resilience.

...in practice

Infrastructure Pathways

A resource for practitioners in search of clear, easy-to-navigate guidance on climate-resilient infrastructure, compiled from hundreds of leading resources, and organized by lifecycle phase.


Diagram of a working port


A multi-stakeholder, whole-systems approach is needed for ports to become low carbon resilient gateways to growth, as a meeting point of critical infrastructure systems, cities and services.


Resilience Realized

The Resilience Realized Awards recognise projects around the world at the cutting edge of resilience.

City Water Resilience Approach

CWI Wheel diagram


Download the step by step methodology to help cities collaboratively build resilience to local water challenges, mapped with the OurWater online governance tool, as used by cities around the world.

Resilient Leadership – Round 11: 29 June – 3 July 2020

“When you are dealing with something unknown like this, our human nature is to grasp for a guidebook, where we really should have relied on our local expertise.”

What can we learn about the value of flattening management hierarchies in a crisis and empowering those with knowledge on the ground? In Round 11, several of our participants returned to this question.
“When you are dealing with something unknown like this, our human nature is to grasp for a guidebook. We deferred to the medical experts on matters where we really should have relied on our local expertise. (..) We have to remind ourselves that sometimes others are guessing too, and that our local knowledge is just as valid or perhaps more valid.”

“Often, when the city government presents ideas, it is almost as if it is not in the comprehension of the provincial government that the city would be thinking innovatively about something. It does not compute. It is like a cognitive bias, and perhaps an institutional one.”

“Throughout my work, I have seen there are many people who are really intelligent and are contributing a lot, but may not be at the senior level – often at the junior or mid management level. I call them champions. We need to identify them to achieve our objectives – a single leader cannot do anything.”

For some there is a personal dimension to the way organisations tend to overvalue certain people in certain roles and undervalue others.
“Personally it has been difficult to recognise someone’s authority if they don’t have the qualifications I do and got their position through politics. But I’ve started to work on this mindset, to be more humble, try to identify the reasons why that person is in that position, and how I can put my intellectual ego aside to connect with them.”

“Yes, I’m in power, I can yield a lot of influence and that’s nice. But we who are in those positions can actually have a better impact by stepping aside and empowering other people that come behind us.”

The next crisis will bring us once more into great uncertainty, and when that happens, it’s worth reflecting on who we listen to and what sources of information are actually of greatest value in a given moment. And why do we sometimes find it so difficult to let go of authority, of rightness? Which options are we unconsciously closing off for our organisation as we do this?

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