The Adaptive and Resilient Person
Resilience comes from being in control of oneself which enables a strong and robust attitude to be formed towards challenging events and poor behaviour of others. The more robust the attitude, the less impact adverse events has on individuals. Consequently there is less risk of stress; less risk of concentration being diverted; greater opportunity to achieve peak performance.
A strong and robust attitude doesn’t simply come from the individual. It, also, comes from the organisation. If the organisation is felt to have the interests of employees at its core, this influences the attitude of the employee. If employees feel that the organisation has little interest in its workforce, individuals will dis-engage, and, no matter how resilient the individual is, they will eventually succumb to adverse events and poor behaviour, by either suffering stress, or hibernating and not being engaged with the organisation beyond reluctantly completing tasks.
Resilience is about individuals keeping control of themselves when responding to adverse events and poor behaviour.
The Adaptive Person is also a Resilient Person. Resilience is about maintaining personal control so that attitudes may be formed which enable the person cope with events and people without any diminution in their performance.
Resilience is a choice. The choice to be resilient is determined largely by the context in which the challenging event or poor behaviour occurs, and an evaluation by the individual about whether one attitude or another maintains their personal psychological wellbeing.
Resilience can be strengthened by experiences and by specific training. The Resilience Development Framework above sets out eight elements that form a Personal Resilience Programme.