Resilience in the Goal Hierarchy: Strategy Change as a Form of Perseverance

Abstract

This chapter integrates the motivation phenomenon of goal hierarchy and equifinality into the employee resilience conceptualization to highlight adaptive manifestations of resilience to failure at work. Experienced failure offers an important context to consider adaptive resilience, as failure may offer feedback that pre-failure strategies will not lead to higher-level goal accomplishment; making lower-level goal changes critical for success. This chapter offers a fine-gained presentation of what employee resilience does (and does not entail), to address current concerns about: (a) a lack of agreement concerning what “positive adaptation” means; and (b) potential dangers in the unknowing encouragement of maladaptive resilience after failure (e.g., harms to employee well-being and success). Here, goal revision or abandonment at a lower-level of one’s goal hierarchy, as opposed to higher-level goal abandonment, is presented as a form of adaptive employee resilience. This change places the focus of employee resilience on perseverance toward big picture goals, rather than traits or outcomes associated with perseverance; which helps to further distinguish resilience from related concepts, antecedents, and outcomes. This conceptual clarity is useful in furthering the nomological network development of resilience, and better equips researchers and practitioners for assessing and promoting adaptive resilient responses to failure.

Citation

King, D.D. and Burrows, D. (2021), "Resilience in the Goal Hierarchy: Strategy Change as a Form of Perseverance", Todt, G., Backmann, J. and Weiss, M. (Ed.) Work Life After Failure?: How Employees Bounce Back, Learn, and Recover from Work-Related Setbacks, Emerald Publishing Limited, Leeds, pp. 99-108. https://doi.org/10.1108/978-1-83867-519-620211007