Margolis and Stoltz state that resilient managers move quickly from analysis to a plan of action (and reaction) – they shift from cause-oriented thinking to response-oriented thinking, and their focus is strictly forward. The authors have identified four lenses through which managers can view adverse events to make this shift effectively:

   o        Control - when a crisis hits, do you look for what you can improve now rather than trying to identify all the factors even those beyond your control-that caused it in the first place?

  o        Impact - can you sidestep the temptation to find the origins of the problem in yourself or others and focus instead on identifying what positive effects your personal actions might have?

  o        Breadth - do you assume that the underlying cause of the crisis is specific and can be contained, or do you worry that it might cast a long shadow over all aspects of your life?

  o        Duration – how long do you believe that the crisis and its repercussions will last?

 Breadth and Duration capture an individual’s impressions of the adversity’s magnitude   

Consider all four lenses to fully understand instinctive responses to personal and professional challenges, setbacks or failures.

            The authors state that managers need to shift from reflexive thinking to “active” thinking about how best to respond to adversity, asking themselves what aspects they can control, what impact they can have, and how the breadth and duration of the crisis might be contained. Three types of questions can help them make this shift: specifying questions identify ways to intervene-the more specific the answers the better; visualizing questions help shift their attention away from the adverse event and toward a more positive outcome; and collaborating questions push them to reach out to others for joint problem solving. Each type of question can clarify each of the four lenses of resilient thinking.

How resilient are you? The Adversity Quotient (AQ) Profile is a diagnostic tool developed by Stoltz. Managers can identify their own patterns of thought when adversity strikes by using it. The profile walks users through 14 brief scenarios of adversity, each followed by four questions to gauge resilience.  Go to: www.peaklearning.com/hbr