Abstract
Organizational resilience is traditionally associated with the ability to understand and to respond to the ongoing situation, even under unusual conditions. The capability to detect novel and unexpected situations plays a fundamental role in this process. Following (Simon‚ 1991), we believe that decision premises affect the problem representation and, ultimately, the possibility to detect, interpret and respond to novel situations, thus enhancing resilience. From this perspective, the ability to expand the perceptual limits of observation and to conceive a novel representation of the problem requires revising the initial decision premises. This theory of how organizations learn how to solve novel problems provides the foundation to introduce a role designed to legitimately challenge the decision premises and, ultimately, the spectrum of alternatives that are taken into consideration as possible solutions. To illustrate our proposal to increase organizational resilience, we introduce an exemplary real case stemming from the practice of the emergency management organizations under scrutiny of our research team; this case is reconstructed as a conversational narrative of the two key participants.