Resilient forces, AI and the future of work in public sector administration

This chapter proposes a framework for developing organizational resilience in public sector administration based on inherent forces within organizations. A case study of a public sector organization in a developing economy that faced significant disruption during and after the COVID-19 pandemic as well as pervasive governmental and international policy pressures is presented. The study analyzed the intrinsic characteristics of inherent resilient forces to propose a framework that can help public sector organizations prepare for and respond more effectively to disruption. The findings of the research indicate that instead of viewing resilience as a reactive strategy, organizations must see resilience as a state of being. The proposed framework emphasizes the need for a human-AI collaborative approach that prioritizes empathy and a generative culture. Furthermore, the framework can help organizations identify and address the internal forces that impact their resilience, enabling them to adapt and respond to disruption more effectively. By adopting a fresh perspective on organizational resilience, public sector organizations can develop a more proactive and comprehensive approach that can lead to stronger and more resilient organizations that are better equipped to adapt during challenging times.