Resilience-Building Over the Years—From Remedial to Performance-Enhancing

Cary L. Cooper, Jill Flint-Taylor and Michael Pearn
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Cary L. Cooper: Lancaster University
Jill Flint-Taylor: Rusando Ltd
Michael Pearn: Pearn Consulting LLC

Chapter Chapter 3 in Building Resilience for Success, 2013, pp 72-92 from Palgrave Macmillan

Abstract: Abstract Resilience development programs have appeared in various forms and contexts over the past twenty years, but despite consistently good results they have generally failed to take root and spread. Now, however, there are strong signs that this could change. Demand for resilience training (or “resiliency training”) is higher than ever before. It seems that the value of personal development in general is now more widely accepted beyond the human resources and learning and development communities. It is also clear that economic and social pressures are having a major impact on the world of work. This has certainly been the case before, but today there is greater consensus that these pressures will continue to grow unrelentingly in future.

Keywords: Stress Management; Leadership Team; Employee Engagement; Workplace Stress; Stress Management Intervention (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-36783-9_4

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DOI: 10.1057/9781137367839_4

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