1
Q
What is Resilience?
A
An individuals ability to cope/adapt successfully with significant change, adversity, or risk
2
Q
What are the 2 main parts of resilience at the individual level?
A
- Adversity
- Positive Adaptation
3
Q
Original belief of adversity
A
Thought of as needing a determined threshold of severity
4
Q
Adversity Now
A
Understood to encompass highly taxing/serious events and/or disruptions embedded in daily life
- need to be clear with what the researcher is defining as “adversity”
5
Q
Positive adaptation
A
Largely contingent of type of adversity
- must consider sociocultural conditions surrounding the individual (the context)
6
Q
What must resilience consider?
A
- the protective factors
- the successful adaptations to that event
- must occur during adverse of risky situation (can be reoccurring
7
Q
Grounded theory of Psychological resistance
A
- Adversity fits into stressors (how do you respond? how does perceived social support help?
- Positive adaptations fits into facilitative responses
8
Q
Study looking at NHL players who were undrafted with a long-standing objective of attaining NHL (adverse event)
A
- stressor/adversity (also organizational, competitive and personal stressors)
- psychological attributes (competitiveness, confidence, motivation, focus, and passion)
- mechanisms (social support, goal-setting strategies, and deliberate practice)
9
Q
Purpose of Howells et al. study
A
Facilitate knowledge transfer from other psychology disciplines by systematically reviewing intervention studies that aim to foster growth following adversity
10
Q
Known results of Howells et al. study
A
- Growth can be seen in a number of ways
- Growth has different trajectories for different people
- Growth is multidimensional
11
Q
Unknown results of Howells et al. study
A
- Identifying mediators and moderators
- Accounting for cultural/contextual variations
- Moving beyond the individual level
12
Q
What is individual resilience?
A
- the ability to use personal qualities to withstand pressure
- the ability to maintain functioning (wellbeing and performance) when under pressure
- a dynamic process resulting from the interaction of an individual and one’s environment
- preventative and proactive approach to managing stress
13
Q
What is individual resilience not?
A
- rare or special quality found in only extraordinary people
- a fixed trait
- found exclusively within a person
- absence or suppression of emotions
14
Q
Can resilience be learned?
A
Yes resilience can be learned or developed
- not something you are born with
15
Q
Collective resilience
A
A groups ability, through a high level of agency and adaptability, to withstand or recover quickly from challenging events
16
Q
Examples of collective resilience
A
- communities dealing with natural disasters
- political parties adapting to public support
- family overcoming financial hardship
17
Q
What does collective resilience involve?
A
- Agency
- Adaptability
18
Q
Agency
A
The build to reflect and understand whats going on the engage with that adversity
19
Q
Adaptability
A
Recognizing we need to change and what needs to change
20
Q
What is team resilience
A
The capacity to bounce back from failure, setbacks, conflicts, or any other threat to well-being that they may experience
21
Q
What is needed to satisfy team resilience?
A
- presence of stressors, setbacks, pressure, challenge, or adversity (ex. involved addressing disturbances of some sort, both internally and externally)
- presence of effective team performance of some sort
- presence of ability of capability to withstand/overcome/adapt
22
Q
Team performance and resilience
A
Cannot be resilient if you do not have some level of team performance
23
Q
Why can some athletes and teams withstand the pressures of elite sport and achieve peak performance while others succumb to the pressures?
A
- athletes do not work in isolation - they function within a team
- resilient individuals will not automatically be a resilient team
24
Q
What is team resilience in sport?
A
A dynamic, psychosocial process which protects a group of individuals from the potential negative effect of the stressors they collectively encounter
- comprises of processes whereby team members use their individual and combined resources to positively adapt when experiencing adversity
25
4 dimensions that result in higher levels of team resilience
1. Group structure
2. Mastery approaches
3. Social capital
4. Collective efficacy
26
Group structure
- leadership
- norms: easier if you face adversity to fall back on your norms
- communication channels
27
Mastery approaches
- learning orientation
- adaptive responses
- managing change
28
Social capital
- group identity (values and norms)
- social support
- pro-social interactions
29
Collective efficacy
- past experiences
- cohesion
- social persuasion (how can you influence others to do things)
30
Psychosocial processes underlying team resilience
1. Transformational leadership
2. Shared team leadership
3. Team learning
4. Social identity
5. Positive emotions
***cannot go through these at the individual level, need to do it with the team and let the team interact
31
Team learning
Shared mental models
- if you can learn quickly as a team and understand shared mental models, you are able to move forward and when things get tough you can fall back on those shared mental models
32
Social identity
The more SI, the more likely you are to fall back on that identity/norms when you experience adversity
- more likely to get over adversity quicker
33
Positive emotions
Help others get past adversity
34
Two main takeaways from Morgan et al. study
1. Group life needs to be considered - athletes are highly influenced by teammates and sport environment
2. Any efforts to create a resilient team needs to include the team in the discussions
35
Organizational resilience
The dynamic capability of an organization to successfully deal with significant change
- emerges from multi-level (employee, team and organizational) interacting characteristics and processes which enable an organization to prepare for, adapt to, and learn from significant change
36
Resilient characteristics of elite sport organizations
1. Structural clarity
2. Flexible improvement
3. Shared understanding
4. Reciprocal commitment
5. Operational awareness
37
Structural clarity
- effective internal communication channels
- role clarity
- transparent decision making
- effective external communication channels
- flexible or adaptable structure
38
Flexible improvement
- desire to learn and improve
- openness to ideas
- adaptable
- innovation and creativity
- accepts uncertainty and change
- optimisitc
***how willing is the organization to do these things
39
Shared understanding
- shared vision and values
- collective efficacy
- group norms
- values unity/integration
40
Reciprocal commitment
- employees feel valued
- high levels of employee loyalty and commitment
- effective internal partnerships
- trusting
- supportive
- psychological safety
- employee well-being prioritized
- enthusiastic employees
- affectionate relationships
41
Operational awareness
- anticipate problems early
- awareness of priorities in a crisis
- awareness and understanding of operating environment
- gathering and considering alternate options
- pause and reflect before making decisions
- awareness of opportunities or resources available
***pre-brief
42
Do resilient athletes form into a resilient team?
NO - concepts are similar between levels though
43
Resilience at the individual level
- adversity
- positive adaptation
44
Resilience at the group level
- agency
- adaptability
45
Key takeaways on the resilience
- resilience is demonstrated through positive adaptation when experiencing adversity
- groups/teams can also demonstrate resilience too
- team dynamics mapping can provide insightful suggestions for targeting resilience in a group to now
46
What is thriving?
- the joint experience of development and success
- enhanced physical, psychological and social well-being and succeeding in relevant life domains
- sustained optimal performance and well-being
47
How are thriving and resilience similar?
Positive adaptations to adverse events
- has to be some sort of adverse event
48
How is resilience different from thriving?
Resilience= the behavioural capacity to maintain the same level of functioning exhibited prior to an adverse events
- bounce back to baseline
Thriving= enhanced level of functioning
- optimal functioning beyond baseline
49
What are the two main differences between thriving and resilience?
1. Thriving is an improvement
2. Thriving does not require an adverse event
50
What are the outcomes of thriving?
- growth mindset (willing to build and learn)
- enhanced self-efficacy and motivation
- sport retention (less likely to drop out of sport)
51
Factors that influence thriving
1. Personal enablers
2. Contextual enablers
52
Personal enablers of thriving
- optimism
- intrinsic motivation
- proactive personality
- resilient qualities
- self-regulatory skills and coping mechanisms
53
Contextual enablers of thriving
- supportive social agents
- challenging and psychologically safe environment
- attachment and trust
54
How is sport research on thriving limited?
- has solely examined
thriving at the individual athlete level
- need to consider how the people around us increase the likelihood that we will thrive
55
Empirical support for collective thriving
- originates in the cognitions, affect and behaviours of individuals
- a shared emotional and psychological state that is attributable to the group and influenced by context
- the joint experience of learning and vitality
56
What did empirical support consider?
Collective thriving at the individual level rather than the team level
57
Preliminary findings- positive outcomes of collective thriving
- enhanced team resiliency
- enhanced goal achievement
- enhanced team performance
58
Preliminary findings- contextual enablers of collective thriving
- Servant leaders that are empathetic, nurturing, and assist followers in fulfilling their needs
- Authentic leaders who demonstrate high ethical morals and work collaboratively with their team members
59
Servant leader
Lead by serving the team needs
- above and beyond
- not common in the sports
60
Proposed approaches to conceptualizing thriving as group-level construct in interdependent sport
1. Common thriving
2. Team thriving
3. Collective thriving
61
Common thriving
Individual perception of self (ME)
- “I am satisfied with my performance today”
***everyone at the individual level can be thriving
62
Team thriving
Individual perception of team without mention of you as a part of that team
- ” I am satisfied with my team’s performance today”
63
Collective thriving
Individual integrated perceptions of team
- ” we as a team are satisfied with our performance today”
***active member of that team (WE)
64
What is trust?
The willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party
65
What are the main elements of trust?
1. Vulnerable
2. Risk (some sort of risk associated with trusting)
3. Lack of control (hope they will do what they set out to do)
66
2 main factors that influence trust
1. Perceived trustworthiness
2. Propensity to trust
67
Aspects of perceived trustworthiness: ability
do they have the capacity, capability, knowledge?
68
Aspects of perceived trustworthiness: benevolence
do they have my best interest at heart?
69
Aspects of perceived trustworthiness: integrity
Moral values align with yours
- perception that the trustee adheres to set of principles of trustor
70
What do the aspects of perceived trustworthiness lead to?
- trust
- risk taking
- positive outcomes
71
What impacts trust?
Propensity to trust
72
Propensity to trust
- where do you fall on trust continuum?
- every person has a diff level of trust in every relationship
- weighing the perceptions of trust
73
What happens if you perceive someone to be trustworthy and have a high propensity to trust?
This will increase your risk taking so you may trust people more
- leads to outcomes, whether positive or negative
- this feeds back into your perceived trustworthiness and propensity of the next individual
74
2 types of positive outcomes of trust
1. Performance-related outcomes
2. Health-related outcomes
75
Performance related outcomes of trust
- organizational citizenship behaviours
- commitment, cohesiveness, satisfaction and information processing
- knowledge sharing
- innovation
76
Health related outcomes of trust
- increase self-disclosure of mental health related problems
- facilitate and promote help-seeking behaviours
- enhance perceptions of psychological safety
77
Trust and information processing
Do not need to seek as much information from the environment if you trust someone is going to do what they said they will do
- knowledge sharing heres
78
What is psychological safety?
Shared belief that is held by team members that it is safe for interpersonal risk taking
79
What would a not psychologically safe environment look like?
- fosters a fear of failure
- increases practice of blaming others
- decreases interpersonal risk taking
- decreases willingness to speak up & share
80
What would a psychologically safe environment look like?
- increases interpersonal risk taking
- increases authenticity
- increased participation
- increases collaboration, learning & innovation
81
How does psychological safety increase participation?
Increases desire to
- ask questions
- seek feedback
- discuss mistakes
- experiment
- fail in experiments
- offer opposing perspectives
- raise concerns and propose novel and unorthodox ideas
82
Trust vs psychological safety
- trust is on individual level (know wont be punished for sharing concerns)
- psychological safety is on group level (freedom to share without ramifications, free of mental and social risk)
83
Trust vs psychological safety examples
- trust: do I think teammates A is trustworthy?
- psychological safety: will my team give me the benefit of the doubt?
84
Psychological safety in sport (Vella et al. 2022) - conceptualizations
- practice that increases safe peer group interactions
- absence of threats, fear, and abuse
- discuss alongside physical safety
- belief that a team is safe for interpersonal risk-taking
- an environment that allows youth to feel free of psychological harm, accepted and respected
85
Psychological safety in sport (Vella et al. 2022) - psychological safety definition
Perception that one is protected from, or unlikely to be at risk of, psychological harm in sport
86
Defining attributes of psychological safety
- structure (ie. organizations should have less threats)
- promotion of risk-taking behaviour
- absence of psychological threat or harm
- positive interpersonal relationships
- positive emotional state (feeling belonging)
- sense of social justice (freedom to make sure everyone is following norms)
87
Individual outcomes of psychologically safe environments
- personal development (ask questions without fear of judgement)
- mental health
- motivation to continue sport participation
88
Team outcomes of psychologically safe environments
- social connections/climate
- team effectiveness/performance
- learning
***psychologically safe environment can develop new plans that lead to innovation and effective
89
How can we promote psychological safety in sport?
1. Organizational culture
2. Coaching behaviours and relationships
3. Leadership behaviours
4. Social interaction
90
Organizational culture
- clarity of roles
- promotes diversity
- views youth positively
91
Coaching behaviours and relationships
- adaptive behaviours
- promotes athlete well-being
- trust in coach
92
Leadership behaviours
- positive role models
- fair and ethical
- inclusive
93
Social interaction
Sense of belongingness and relatedness
94
Key take-aways
- thriving= development and success; well being and performance not mutually exclusive
- one’s willingness to be vulnerable is key to developing high quality relationships and promoting thriving in sport
- psychological safety holds great value for developing sporting environments that are conductive to risk taking
KNPE 363
flashcards
Decks in class (11)
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