Hostname: page-component-586b7cd67f-t8hqh Total loading time: 0 Render date: 2024-11-29T19:11:17.552Z Has data issue: false hasContentIssue false
  • English
  • Français

Resilience Practices

Published online by Cambridge University Press:  04 July 2016

Paul R. Yost
Paul R. Yost*
Affiliation:
Department of Industrial–Organizational Psychology, Seattle Pacific University
*
Correspondence concerning this article should be addressed to Paul R. Yost, Department of Industrial–Organizational Psychology, Seattle Pacific University, 3307 3rd Avenue West, Suite 107, Seattle, WA 98119. E-mail: [email protected]
Get access Rights & Permissions [Opens in a new window]

Extract

In the words of Winston Churchill, “When you're going through hell, keep going.” Britt, Shen, Sinclair, Grossman, and Klieger (2016) note several traits (e.g., individual resources), environmental factors (e.g., unit, family, and community resources), and processes (e.g., seeking help from others) that help individuals to “keep going” in the face of adversity. I would argue that the third category, which I would suggest be expanded to practices, is the most important going forward. Unfortunately, psychologists often tend to focus the most effort on the first two: traits and environmental factors, which often leave individuals feeling helpless because both are largely outside of their control. In the face of adversity, people instead want to know, “What can I do to keep going?” This is not to say that traits or environmental factors are not important. They are. However, the most powerful work in resilience will promote personal agency (Bandura, 2001) and confidence in one's ability to develop resilience (e.g., a growth mindset; Dweck, 2006).

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 9 , Issue 2 , June 2016 , pp. 475 - 479
Copyright
Copyright © Society for Industrial and Organizational Psychology 2016 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Anseel, F., Beatty, A. S., Shen, W., Lievens, F., & Sackett, P. R. (2015). How are we doing after 30 years? A meta-analytic review of the antecedents and outcomes of feedback-seeking behavior. Journal of Management, 41, 318–348.Google Scholar
Bandura, A. (2001). Social cognitive theory: An agentic perspective. Annual Review of Psychology, 52, 1–26.Google Scholar
Britt, T. W., Shen, W., Sinclair, R. R., Grossman, M. R., & Klieger, D. M. (2016). How much do we really know about employee resilience? Industrial and Organizational Psychology: Perspectives on Science and Practice, 9 (2), 378–404.Google Scholar
Cohen, S. (2004). Social relationships and health. American Psychologist, 59, 676–684.Google Scholar
Dweck, C. S. (2006). Mindset: The new psychology of success. New York, NY: Random House.Google Scholar
Ericsson, K., Charness, N., Feltovich, P., & Hoffman, R. (Eds.). (2006). The Cambridge handbook of expertise and expert performance. New York, NY: Cambridge University Press.Google Scholar
Folkman, S., & Moskowitz, J. T. (2004). Coping: Pitfalls and promise. Annual Review of Psychology, 55, 745–774.Google Scholar
Gawande, A. (2009). The checklist manifesto: How to get things right. New York, NY: Metropolitan Books.Google Scholar
Gollwitzer, P. M., & Sheeran, P. (2006). Implementation intentions and goal achievement: A meta-analysis of effects and processes. Advances in Experimental Social Psychology, 38, 69–119.Google Scholar
Hofmann, W., Friese, M., & Strack, F. (2009). Impulse and self-control from a dual-systems perspective. Perspectives on Psychological Science, 4, 162–176.Google Scholar
Kaplan, S. (2001). Meditation, restoration, and the management of mental fatigue. Environmental and Behavior, 33, 480–506.Google Scholar
Keith, N., & Frese, M. (2008). Effectiveness of error management training: A meta-analysis. Journal of Applied Psychology, 93, 59–69.Google Scholar
Kluger, A. N., & Nir, D. (2010). The feedforward interview. Human Resource Management Review, 20, 235–246.Google Scholar
Lyubomirsky, S., Sheldon, K. M., & Schkade, D. (2005). Pursuing happiness: The architecture of sustainable change. Review of General Psychology, 9, 111–131.Google Scholar
Neal, D. T., Wood, W., & Quinn, J. M. (2006). Habits—A repeat performance. Current Directions in Psychology, 15 (4), 198–202.Google Scholar
Pargament, K. I., Koenig, H. G., Tarakeshwar, N., & Hahn, J. (2004). Religious coping methods as predictors of psychological, physical and spiritual outcomes among medically ill elderly patients: A two-year longitudinal study. Journal of Health Psychology, 9, 713–730.Google Scholar
Seligman, M. E., Steen, T. A., Park, N., & Peterson, C. (2005). Positive psychology progress: Empirical validation of interventions. American Psychologist, 60, 410–421.Google Scholar
Taleb, N. N. (2014). Antifragile: Things that gain from disorder. New York, NY: Random House.Google Scholar
Van Dyck, C., Frese, M., Baer, M., & Sonnentag, S. (2005). Organizational error management culture and its impact on performance: A two-study replication. Journal of Applied Psychology, 90, 1228–1240.Google Scholar
Walton, G. M. (2014). The new science of wise psychological interventions. Current Directions in Psychological Science, 23, 73–82.CrossRefGoogle Scholar
Wood, W., & Neal, D. T. (2007). A new look at habits and the habit-goal interface. Psychological Review, 114, 843–863.Google Scholar