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The resilience workbook for teens : activities to help you gain confidence, manage stress & cultivate a growth mindset
Social media, online ads, and glossy magazines make it look easy to be a teen--everyone seems to be laughing, sun-kissed, beautiful, surrounded by friends, and wearing the perfect clothes. But if you're like most teens and young adults, reality doesn't look like a magazine ad, lifestyle blog, or Instagram feed. You may struggle with not fitting in or being bullied. You may feel overwhelmed by stress, experience a significant setback, or lose a parent or loved one. That's why it's so important to build resilience--the cornerstone of mental health and wellness. This workbook will show you how.
Book
Contextualizing small business resilience during the COVID-19 pandemic: evidence from small business owner-managers
In light of the unprecedented global crisis caused by the COVID-19 pandemic, resilient businesses are those more likely to make the transition to the post-COVID era. Our study draws on the concept of psychological resilience and focusses on individual owner-managers to the end of examining business resilience in the context of the COVID-19 pandemic. We conduct a longitudinal qualitative study, collecting data from 35 small business owner-managers between April and December 2020. Our findings—which provide insights into the micro-underpinnings of the resilience exhibited by small business in response to the COVID-19 pandemic—illustrate the responses and resilient qualities of owner-managers at both the personal and leadership levels, which facilitate resilient actions at the small business level. By drawing on a psychological perspective, our study provides a novel conceptualization of small business resilience at the person-role-organization nexus. Plain English SummaryThe psychological resilience of owner-managers provides novel insights towards a better understanding of small business resilience during exogenous shocks, such as the COVID-19 pandemic. Psychological resilience involves an individual’s ability to adapt or thrive in the face of life’s adversities and uncertainties. We conduct a longitudinal qualitative study, collecting data from 35 small business owner-managers between April and December 2020. We reveal a sequential process centred on owner-managers and on their abilities to build-up or strengthen any personal and leadership resilient capacities, which appear to be prerequisites for the establishment of resilient actions at the level of the small business. We contribute theoretically by conceptualizing the links and path dependencies between personal, leadership (role), and organizational resilience in small businesses. In conclusion, our study provides practical implications on essential personal-level responses that can guide the leadership role of owner-managers in the midst of the continuing COVID-19 pandemic.
Journal Article
Organizational resilience in healthcare: a review and descriptive narrative synthesis of approaches to resilience measurement and assessment in empirical studies
Background
The coronavirus pandemic has had a profound impact on organization and delivery of care. The challenges faced by healthcare organizations in dealing with the pandemic have intensified interest in the concept of resilience. While effort has gone into conceptualising resilience, there has been relatively little work on how to evaluate organizational resilience. This paper reports on an extensive review of approaches to resilience measurement and assessment in empirical healthcare studies, and examines their usefulness for researchers, policymakers and healthcare managers.
Methods
Various databases (MEDLINE, EMBASE, PsycINFO, CINAHL (EBSCO host), Cochrane CENTRAL (Wiley), CDSR, Science Citation Index, and Social Science Citation Index) were searched from January 2000 to September 2021. We included quantitative, qualitative and modelling studies that focused on measuring or qualitatively assessing organizational resilience in a healthcare context. All studies were screened based on titles, abstracts and full text. For each approach, information on the format of measurement or assessment, method of data collection and analysis, and other relevant information were extracted. We classified the approaches to organizational resilience into five thematic areas of contrast: (1) type of shock; (2) stage of resilience; (3) included characteristics or indicators; (4) nature of output; and (5) purpose. The approaches were summarised narratively within these thematic areas.
Results
Thirty-five studies met the inclusion criteria. We identified a lack of consensus on how to evaluate organizational resilience in healthcare, what should be measured or assessed and when, and using what resilience characteristic and indicators. The measurement and assessment approaches varied in scope, format, content and purpose. Approaches varied in terms of whether they were prospective (resilience pre-shock) or retrospective (during or post-shock), and the extent to which they addressed a pre-defined and shock-specific set of characteristics and indicators.
Conclusion
A range of approaches with differing characteristics and indicators has been developed to evaluate organizational resilience in healthcare, and may be of value to researchers, policymakers and healthcare managers. The choice of an approach to use in practice should be determined by the type of shock, the purpose of the evaluation, the intended use of results, and the availability of data and resources.
Journal Article
A Critical Review of Social Resilience Properties and Pathways in Disaster Management
Resilience as a concept is multi-faceted with complex dimensions. In a disaster context, there is lack of consistency in conceptualizing social resilience. This results in ambiguity of its definition, properties, and pathways for assessment. A number of key research gaps exist for critically reviewing social resilience conceptualization, projecting resilience properties in a disaster-development continuum, and delineating a resilience trajectory in a multiple disaster timeline. This review addressed these research gaps by critically reviewing social resilience definitions, properties, and pathways. The review found four variations in social resilience definitions, which recognize the importance of abilities of social systems and processes in disaster phases at different levels. A review of resilience properties and pathways in the disaster resilience literature suggested new resilience properties—“risk-sensitivity” and “regenerative” in the timeline of two consecutive disasters. This review highlights a causal pathway for social resilience to better understand the resilience status in a multi-shock scenario by depicting inherent and adaptive resilience for consecutive disaster scenarios and a historical case study for a resilience trajectory in a multiple disaster timeline. The review findings will assist disaster management policymakers and practitioners to formulate appropriate resilience enhancement strategies within a holistic framework in a multi-disaster timeline.
Journal Article
Organizational resilience: a capability-based conceptualization
In highly volatile and uncertain times, organizations need to develop a resilience capacity which enables them to cope effectively with unexpected events, bounce back from crises, and even foster future success. Although academic interest in organizational resilience has steadily grown in recent years, there is little consensus about what resilience actually means and how it is composed. More knowledge is particularly needed about organizational capabilities that constitute resilience, as well as conditions for their development. This paper aims to make a contribution to this heterogeneous research field by deepening the understanding of the complex and embedded construct of organizational resilience. We conceptualize resilience as a meta-capability and decompose the construct into its individual parts. Inspired by process-based studies, we suggest three successive resilience stages (anticipation, coping, and adaptation) and give an overview of underlying capabilities that together form organizational resilience. Based on this outline, we discuss relationships and interactions of the different resilience stages as well as main antecedents and drivers. We formulate propositions that can act as a foundation for future empirical work.
Journal Article
Supply chains' sustainability trajectories and resilience: a learning perspective in turbulent environments
PurposeWhile various supply chain (SC) sustainability investigations exist, their connection to supply chain resilience (SCRes) remains largely unexplored. To fill this gap, the authors answer the question: “How do firms' sustainability actions affect their SCs' resilience and sustainability trajectories in turbulent environments?\" by exploring the context of the COVID-19 pandemic.Design/methodology/approachThe authors conducted 10 case studies in five industries located in six European countries. A total of 19 semi-structured interviews and relevant secondary data were collected and analyzed in reference to SC sustainability learning and the literature on SCRes approaches (i.e. engineering, ecological and social-ecological).Findings31 SC actions referring to different sustainability dimensions were identified to map SCRes learning through a temporal, spatial and functional scale analysis. While five cases are related to an engineering approach focused on “bouncing back” to pre-pandemic goals, three cases were focused on “bouncing forward” as part of an ecological approach. Moreover, the authors identified the existence of two social-ecological resilience cases which developed long-term actions, updating functional set-ups transcending the SC level. The results furthermore illustrate an influence of the SCRes approaches on SC sustainability learning, generating three different paths: flat, flat ascending and ascending SC sustainability trajectories.Research limitations/implicationsThe study develops an overview of the adoption of SCRes approaches due to temporal, spatial and functional scales, and their effect on SC sustainability trajectories through exploitation and exploration capabilities. Future research should elaborate on potential moderators in the proposed relationships.Practical implicationsA better understanding of the link between SC sustainability actions and SCRes will help practitioners to make better informed decisions in turbulent environments.Originality/valueUnlike previous research, this paper provides empirical evidence on engineering, ecological and social-ecological SCRes approaches, as well as SC sustainability trajectories.
Journal Article