Resilience refers to how the organisation is acted upon by the world. This incorporates a broad range of capacities, including the ability to respond constructively to challenges; to learn from the environment, and from the organisation’s failures as well as its successes; and the organisation’s adaptability to changing circumstances. Resilience thus includes categories such as “innovativeness” and “problem solving adequacy” (OHDDC 2008). Resilience can be seen as linked to identity insofar as it consists in the organisation’s capacity to change and renew itself in response to challenges without compromising fundamental values. Thus, Bruhn & Chesney (1994) argue: “Healthy organisations have the ability to adapt to fluctuation and change and return to their usual, stable pattern of functioning”. Similarly, McKinsey (2006) emphasise the importance of a “formula” which informs change and can be repeated as the organisation moves into new areas. Under the assumption that most organisations operate in an environment which is constantly changing, autonomy and resilience overlap, since producing an impact will be impossible without the capacity to adapt and learn from the environment. This co- dependence of autonomy and resilience can be expressed in terms of action-learning models such as the Kolb cycle (Kolb 1984), where action and learning succeed and mutually inform each other..