Palabras clave
resilencia
virtualidad
Cómo citar
Resumen
A raíz de la pandemia de COVID-19, las organizaciones tuvieron que enfrentarse al cambio y a la incertidumbre que convirtieron a los equipos de trabajo virtuales en la norma. Ante esto, los empleados fueron estratégicos para la supervivencia y continuidad de las organizaciones. Por esta razón, resulta indispensable desarrollar mecanismos para potenciar la resiliencia organizacional como capacidad para producir comportamientos positivos ante el cambio constante y la virtualidad como ejes que enmarcan el presente y el futuro de las organizaciones. Este artículo parte de la hipótesis de que, para alcanzar la resiliencia organizacional en la virtualidad, es necesario articular los conceptos de comunicación relacional y comunicación como un trabajo. En concreto, las organizaciones requieren colaboradores que afronten la adversidad como una labor rutinaria, lo cual demanda relaciones personales productivas basadas en una comunicación relacional que contribuya a su asistencia emocional y psicológica. Además, es fundamental que la comunicación en las organizaciones se conciba como un trabajo individual que implica la planeación de los mensajes y el fomento de un sentido de la responsabilidad personal en cuanto a los efectos que tiene la propia comunicación. Mediante la revisión de la bibliografía narrativa, se establece que la articulación entre ambos conceptos contribuye al desarrollo de la resiliencia organizacional, porque permite que, desde lo individual, se construya una comunicación relacional gracias a la cual los colaboradores pueden responder de forma ágil y eficaz a la separación social que entrañan el teletrabajo y los entornos de disrupción constante.
Citas
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