Psychologists who have studied resilience define it typically as “the process of adapting well in the face of adversity, trauma, tragedy [and threats].” Each individual’s capacity for personal resilience is highly dependent on the person’s mental and emotional makeup.
The science of team resilience, however, is not so well established. What we have found at Go Forward to Work (GFTW) Institute is that teams’ adaptability under adverse conditions has much more to do with healthy team behavioral norms and strong working relationships within those teams. How well a team learns and grows from change under normal conditions is a massive predictor of how resilient that team will be when exposed to extreme and sustained levels of pressure and adversity.
Aspects of team resilience are built into the working methodologies we’ve discussed so far. All the best practices of collaboration, inclusion, and agility drive performance through flexibility, iteration, mutual support, and other features that benefit team resilience. High-performing teams are designed to be resilient because team members contract with each other for mutual support through cocreation and co-elevation.
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