Fragility comes about when we assume too much risk in a particular area. This hinders our ability to adapt when risks become actualized.  As an example, Taleb points to the financial sector during the financial crisis where firms had invested significant portions of their portfolio in high risk areas. Since they had not changed their practices from previous crises, they were susceptible to the same issue areas. All it took was one big shock and these organizations crumbled. Hence; “fragile.”

Conversely, antifragility occurs when we diversify our risks and use failures (which are small because risk is dispersed) as opportunities to learn and improve the system. Taleb uses the airline industry as an example of antifragility.

https://gothamculture.com/2014/12/23/manage-risk-antifragile-cultures/

It is just pointed to the impact of "Cooperative Organization" on "Making any organization as Antifragility" to prevent fragility. As the ultimate goal of antifragility is to determine how to live, act, and thrive in a world we do not fully understand (Farrand, 2014), it is needed to find variables which are effective and effectiveness on making any organization as antifragility in which one of the variables is the "Cooperation making" who has almost/most of antifragile cultures/characteristics. Finally it should be used in a cybernetic structure to make QA and QA loops. 

Organizations must be resilient if they are to survive and thrive in turbulent times. On Resilient Organizations, available at https://www.researchgate.net/publication/266476961_On_Resilient_Organizations, argues that investments in leadership and culture, networks, and change readiness can help them move from denial and paralysis to acceptance and practical solutions.

Article On Resilient Organizations

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