!

Home " Blog # Get the Toolkit $ Free PDF

Download These 3 Positive

Psychology Exercises For Free!

Home » Resilience » How To Measure Resilience: 8 Scales For Youth Search

& Adults at Work (+ PDF)

How To Measure Resilience: 8 Type keywords...

Scales For Youth & Adults at Work

(+ PDF)
Categories
% 13 JUL 2017 & 28 COMMENTS

Body & Brain (16)

Sharing is caring. Tweet
Book reviews (12)

Certification & Degrees

“Persistence and resilience only come from (10)
having been given the chance to work
Coaching & Application
through difficult problems.” – Gever Tulley (21)
When we experience disaster, trauma, or distressing Compassion (8)
psychological issues, we usually react with grief and a
range of negative emotions. Events (6)

This is, of course, a natural reaction to having our hopes Experts & Scientists
dashed or our goals thwarted. However, such (28)
experiences are not only an inevitable part of life, but Gratitude (9)
virtually required for growth and development.
Happiness & SWB (17)
These are the exact sort of experiences that build
resilience. With resilience, you can work through the Meditation (8)
effects of stress and negative emotions and not only
Mindfulness (24)
bounce back, but actually thrive.
Optimism (6)
The U.S. Department of Health and Human Services
(2015) defines individual resilience as the ability to Positive CBT (12)
withstand, adapt to, and recover from adversity and
Positive Education (12)
stress. In other words, resilience can manifest as
maintaining or returning to one’s original state of mental Positive Emotions (16)
health or well-being, or reaching a more mature and well-
Positive News (7)
developed state of mental health or well-being through
the use of effective coping strategies. Positive Psychology
Articles (92)
In order to grasp and effectively develop resilience, it is
critical to understand the factors contributing to Positive Workplace (20)
resilience.
Resilience (16)

Strengths & Virtues (21)

This article contains: Therapies (44)

Components of Resilience Writing Therapy (5)

8 Resilience Scales
Resilience at Work (and Why It Matters)
11 Reasons Why Organizations Should Pay
Like us on
Attention to Resilience Facebook!
Building Resilience At Work And Beyond
Want To Learn More About Resilience?
 A Take Home Message Recent Posts

References
Challenging
Automatic
Thoughts
With
More Resilience Tools? Check Out The Positive Positive
Psychology Toolkit Thoughts:
Examples
&
Worksheets
Become a Science-Based Practitioner! (PDF)
16 Mar 2018
The Positive Psychology toolkit is a science-based,
online platform containing 135+ exercises, Happy
activities, interventions, questionnaires, Acts –
assessments and scales. Celebrating
the
International
Day of
Happiness
15 Mar 2018
Components of Resilience
Positive
Resilience is defined differently depending on who you Emotions:
ask; psychological researchers may have one working A List of
definition (or many!), while those who work directly with 26
Examples
people who are struggling often see it differently.
+
Definition
There is no single accepted set of components of in
resilience, but this set of characteristics and contributing Psychology
factors can provide a useful guide: 12 Mar 2018

Optimism – those who are optimistic tend to be more Albert

Ellis' ABC
resilient as well, since they are more likely to stay Model in
positive about the future even when faced with the
seemingly insurmountable obstacles. Cognitive
Behavioral
Altruism – the most resilient among us often turn to Therapy
helping others when they need to relieve stress and Spotlight
boost their self-efficacy. 08 Mar 2018

Moral Compass – people with a strong moral compass

[NEW]
 or steadfast set of beliefs about right and wrong Mindfulness
X©:
generally have an easier time bouncing back.
Relaunch
Faith and Spirituality – while not a required factor for of the
resilience, people often find their faith helpful in Improved
and
surviving challenges and coming through stronger and
Extended
wiser on the other side. Version
Humor – people who have a healthy sense of humor 06 Mar 2018

and are able to laugh at their own misfortune are at an

advantage when it comes to bouncing back, for
obvious reasons!
Positive Psychology
Having a Role Model – this is also not a requirement Exercises
for resilience, but those who have a role model in mind
can draw strength from their desire to emulate this
person.
Social Supports – unsurprisingly, social support is
important when it comes to resilience; those with
strong social support networks are better equipped to
bounce back from loss or disappointment.
Facing Fear – this is not so much a characteristic as an
action or tendency to act, but people who are willing to
leave their comfort zone and confront their fears are
more likely to overcome their challenges and grow as a
person. Meaning or
Purpose in Life – it shouldn’t be surprising that those
who feel they have a specific purpose in life or find a
tremendous amount of meaning in their lives are more
likely to recover from failure or disappointment; when
you fervently believe you have a purpose, you are less
likely to give up when faced with tragedy or loss.
Training – while a portion of individual resilience may
be somewhat permanent and unchangeable, there is
opportunity for improvement; it is possible to improve
your resilience through training (Staroverky, 2012).

These components are not present in each and every

measure of resilience, but they form a good basis for
understanding the nature and scope of resilience. It
should be easy to spot most of them in at least one of the
eight resilience scales described below.

Seeing the many individual cogs that make up the

resilience machine, it is easy to imagine that there are
many different ways to define and measure resilience.
Indeed, there are virtually countless ways that resilience
has been described, and many different methods of
measuring it.

The scales below are all useful tools in providing a

measure of resilience, but you will see that they are built
on different theories, based on different components,
and/or created for different populations. Depending on
the context in which it will be applied, one resilience scale
may be more appropriate than others.

8 Resilience Scales
With the importance of context and intended use in mind,
we attempted to provide a diverse sample of resilience
scales in the hopes that at least one of them may meet
your needs. While there are dozens of resilience
measures out there for you to explore, we narrowed them
down to the eight most popular and most empirically
based resilience scales. These scales are listed and
described below.

1) Connor-Davidson Resilience Scale (CD-RISC)

A study conducted by Windle, Bennett, & Noyes (2011)

reviewed nineteen resilience measures. However, out of
nineteen, only three of them received superior
psychometric ratings, one of which is the Connor-
Davidson Resilience Scale (CD-RISC).

This scale was originally developed by Connor-Davidson

(2003) as a self-report measure of resilience within the
Post Traumatic Stress Disorder (PTSD) clinical community
(CD-RISC, n.d.). It is validated and widely recognized
scale with 2, 10, and 25 items which measure resilience
as a function of five interrelated components:

1. Personal Competence
2. Acceptance of Change and Secure Relationships
3. Trust/Tolerance/Strengthening Effects of Stress
4. Control
5. Spiritual Influences

With an extensive number of studies using this tool,

conducted within a varied range of populations, the CD-
RISC is considered one of the higher scoring scales in the
psychometric evaluation of resilience (Windle, Bennett, &
Noyes, 2011).

2) Resilience Scale for Adults (RSA)

The RSA, another scale rated highly by Windle, Bennett,

& Noyes (2011), was authored by Friborg et al. (2003) as a
self-report scale targeting adults. It is recommended for
use in the health and clinical psychology population.

This scale has five scoring items which examine both the
intrapersonal and interpersonal protective factors that
promote adaptation to adversity.

The authors, Friborg et al. (2003), noted the key factors

which contribute to highly resilient individuals, namely
family support and cohesion, external support systems,
and dispositional attitudes and behaviors, which the
scale items are founded on. They are:

Personal Competence
Social Competence
 Social Support
Family Coherence
Personal Structure

A later study performed by Friborg et al. (2005) used the

RSA to measure the relationship between personality,
intelligence, and resilience. They found many links
between personality and resilience factors, such as the
connection between higher personal competence and
elevated emotional stability. There were, however, no
significant findings related to cognitive ability (Friborg et
al., 2005).

This is in line with Windle et al. (2011), who concluded

that the RSA is highly useful for assessing the protective
factors which inhibit or provide a buffer against
psychological disorders.

3) Brief Resilience Scale

While most resilience assessments look into the factors

which develop resilience, The Brief Resilience Scale
(BRS) is a self-rating questionnaire aimed at measuring
an individuals’ ability to “bounce back from stress”. This
instrument, developed by Smith et al. (2008), has not
been used in the clinical population; however, it could
provide some key insights for individuals with health-
related stress (Smith, et al., 2008).

Amat et al. (2014) explain that the BRS instrument

consists of six items, three positively worded items and
three negatively worded items. All six relate to the
individual’s ability to bounce back from adversity. The
scale’s development controlled for protective factors
such as social support in order to get a reliable resilience
measure (Smith, et al., 2008).

This is the third and final resilience measure noted by

Windle et al. (2011) as a highly valid and reliable measure
of resilience, but there are many more with evidence to
back their effectiveness.

4) Resilience Scale

This scale is the oldest scale in our list, but is still in use
by many researchers. The Resilience Scale, developed by
Wagnild and Young in 1993, was created and validated
with a sample of older adults (aged 53 to 95 years). This
scale consists of 25 items and the results have been
found to positively correlate with physical health, morale,
and life satisfaction, while negatively correlating with
depression.

The scale is intended to measure resilience based on five

essential characteristics:

1. Meaningful Life (or Purpose)

2. Perseverance
3. Self-Reliance
4. Equanimity
5. Existential Aloneness

These five characteristics are assessed using two

subscales, the 17-item Personal Competence subscale
and the 8-item Acceptance of Self and Life subscale.

Subsequent validation of the scale in 2009 by Wagnild

reaffirmed its internal consistency and construct validity,
supporting its continued effectiveness as a tool for the
assessment of resilience.

In addition to the original 25-item scale, there is a

shortened 14-item scale that has also proven to be valid
and reliable in measuring resilience (Abiola & Udofia,
2011).

5) Scale of Protective Factors (SPF)

The Scale of Protective Factors (SPF) was developed by

Ponce-Garcia, Madwell, and Kennison in 2015 to capture
a comprehensive measurement of resilience. The authors
tested and validated this scale in a sample of nearly
1,000 college students, and found the SPF to be a valid
and reliable measure of resilience for measuring
resilience, especially in groups identified as survivors of
violent trauma.

This scale measures resilience in a slightly different way

than the previously mentioned scales. It focuses on the
factors that combine to create a buffer between
individuals who have experienced trauma and the stress
and disruption to functioning that can follow, rather the
components that constitute resilience directly.

It consists of 24 items measuring two social-interpersonal

factors ( and ) and two cognitive-individual factors ( and ).

The SPF has since been validated in a review of resilience

scales by Madewell and Ponce-Garcia (2016), providing
evidence of its validity and effectiveness in clinical use.

6) Predictive 6-Factor Resilience Scale

The Predictive 6-Factor Resilience Scale was developed

based on the neurobiological underpinnings of resilience
and the theorized relationship with health hygiene factors
(Roussouw & Roussouw, 2016).

The PR6 measures resilience as a function of six domains

concerning several interrelated concepts:

Vision: self-efficacy and goal-setting

Composure: emotional regulation and ability to
identify, understand, and act on internal prompts and
 physical signals
Tenacity: perseverance and hardiness
Reasoning: higher cognitive traits, like problem-
solving, resourcefulness, and thriving
Collaboration: psychosocial interaction, such as
secure attachment, support networks, context, and
humor Health: physiological health

The PR6 was found to have good internal consistency

and correlate with other measures of resilience as well as
health hygiene scores.

Based on these results, the PR6 can be considered an

effective measurement and a particularly good
assessment for use in improving resilience.

7) Ego Resilience Scale

This scale was developed by Block and Kremen in 1996

for use in measuring resilience in non-psychiatric
contexts. While the authors term their construct “ego
resiliency,” it is basically resilience as we know it viewed
in terms of adaptability to changes in one’s
circumstances.

The Resilience Scale (RS-14) consists of 14 items rated

on a scale from 1 = does not apply to 4 = applies very
strongly, with higher scores indicating higher levels of
resilience.

Scores on this scale have been found to positively

correlate with intelligence as it relates to the ability to
adapt, supporting the scale’s ability to assess an
individual’s ability to bounce back from failure and
disappointment.

8) Academic Resilience Scale (ARS-30)

Finally, the Academic Resilience Scale (ARS-30) is a
recently developed measure used to assess resilience in
a particular context: academic success. Simon Cassidy
(2016) describes academic resilience as the tendency to
persevere and succeed in education despite meeting with
adversity. It is a multi-dimensional construct focusing on
both cognitive affective and behavioral responses to
academic adversity.

The ARS-30 is based on responses to a vignette

describing a significant academic challenge, rated on a
scale from 1 = likely to 5 = unlikely.

The items in this scale fall into one of three factors:

1) Perseverance
2) Reflecting and Adaptive Help-Seeking
3) Negative Affect and Emotional Response

High scores on factors 1 and 2 and low scores on factor

3 indicate high resilience.

This scale was found to be highly internally reliable, and

scores correlated significantly with a measure of
academic self-efficacy. While the ARS-30 is most
appropriate in academic contexts, scores can be useful in
other situations as well.

Resilience at Work (and Why It Matters)

“As a leader, apologize for making

mistakes. Don’t apologize for making
decisions.”

Resilience is an important characteristic in the context of

work. Nobody is a consistently perfect employee, and
everybody will at some point receive critical feedback or
experience a failure at work. This fact of life highlights the
role of resilience in the workplace, as a means for
employees to recognize where they have failed or come
up short, identify the most constructive ways to move
forward, and bounce back with vigor and enthusiasm to
get it right the next time.

In addition to the stereotypical experiences that require

resilience to survive, resilience is integral in other, less
obvious situations as well – we often need to be resilient
even in the face of positive changes! Increased
responsibility, forward progress, and significant positive
events can all result in the need for adaptation and
recovery (Youssef & Luthans, 2007).

However, it is usually the responses to negative change

that highlight the need for resilience.

In the workplace, a lack of resilience can manifest itself in

many ways – the fear of presenting in front of an
audience, the frustration after receiving criticism for one’s
work, the guilt about not spending enough time with
one’s family, the embarrassment one feels after a meeting
that didn’t go well.

In the book The Resilience Factor, Karen Reivich and

Andrew Shatté (2002) identify the five typical emotions
that are associated with a lack of resilience, namely;

Anger
Sadness or Depression
Guilt
Anxiety or Fear
Embarrassment

Of course, these emotions are completely natural to

experience from time to time. The key to recognizing
these emotions as indicators of a lack of resilience is
whether they are disproportionate to the event (looking
back you might catch yourself thinking “that was over the
top!”), or if the same event triggers the same emotion
repeatedly.

For those who identify with this description, an increase

in resilience would be hugely beneficial.

In the workplace, a lack of resilience can become an

issue when it prevents you from developing your skills
and interacting effectively with others. For example, a
fear of public speaking may lead you to remain silent
even when you know you have something to contribute in
a discussion. Another example is if you become
defensive when receiving negative feedback, losing the
opportunity to learn and develop your skills.

In short, a lack of resilience can have an immediate

impact on motivation, cognitive functioning, and
emotional well-being. In cases of a serious lack of
resilience, it leads to helplessness and seeing oneself as
a victim of circumstance.

Conversely, we all know people who immediately pick

themselves up and dust themselves off after a setback,
regardless of what stressors and tragedies life throws at
them. In general, resilience is defined as the ability to
bounce back from adversity, and resilient people practice
resilience by assessing and exploring all of their options
before taking action. These tendencies make it unlikely
that they repeat unhelpful past experiences.

For us to flourish and thrive at work (and at home, for

that matter) we need to ensure we recognize those
emotions as they arise, assess whether they are
appropriate, take responsibility for our lack of resilience, if
that is the case, and apply the tools to reframe our
experiences.

11 Reasons Why Organizations Should Pay

Attention to Resilience
For organizations, it is extremely important to
understand the indicators of a lack of resilience and teach
leaders and employees how to respond to difficult
situations in order to increase their resilience.

Four of the most important reasons why organizations

should understand the contributors of resilience and start
introducing programs which build resilience are:

General Employee Well-being

While organizations can work to address workload issues

in parallel, resilience skills directly benefit employees’
psychological well-being by helping them reframe their
perception of stress. Healthy and happy employees are
productive employees, making employee well-being an
important consideration for every organization.

Career Development

Employees looking to grow and develop their skills will

benefit from learning to cope with adverse work
situations, such as negative feedback. Managers who
understand the dynamics of resilience can coach their
employees much more effectively. Research has shown
that people (and women in particular) who tend to
attribute their failures to personal shortcomings are at risk
of diminishing self-confidence, a problem which can be
addressed through the development of resilience skills.

Innovation & The Learning Curve

Most companies need to innovate on an ongoing basis to

survive in this business climate. This means that
employees need to work constantly on maintaining and
upgrading their capabilities. This can be hampered by the
so-called learning curve – essentially the experience of a
dip in skill and motivation as individuals learn to apply a
new skill. This can be frustrating, and possibly lead to
stagnation if the new skills are not applied successfully.
Managers who recognize that their employees are
displaying signs of “non-resilience” during this learning
curve (rather than interpreting the same behavior as non-
cooperation, for example) can jump right in and begin
providing the appropriate support, thus ensuring effective
learning and laying the groundwork for successful
innovation.

Teamwork

A lack of resilience often becomes apparent in our

interpersonal situations. By understanding typical
behaviors linked to a lack of resilience, leaders can
encourage employees to examine their thinking patterns
and change their interpretation of the situation, thereby
reducing negative feelings between team members and
improving team dynamics.

In short, resilient employees are simply better employees,

on average. They meet their challenges in different ways,
develop and maintain better buffers against stress and
anxiety, and more effectively recover from the setbacks
that everyone experiences from time to time.

Paula Davis-Laack (2014), a positive psychologist who

has applied her knowledge and skills to the practice
enhancing resilience in thousands of working
professionals, lays out the seven ways that resilient
employees do things differently, benefitting both
themselves and their organization. Highly resilient
employees:
 Develop high-quality connections
Manage stress effectively and avoid burnout
Act authentically and in accordance with their
strengths and values
Develop grit (the passion and perseverance to pursue
long-term goals)
Stay inspired and find meaning
Stay flexible and mentally tough
Actively manage change and setbacks

Any leader would agree that these seven capabilities are

extremely desirable in employees. These are the
employees that produce high-quality work, innovate, and
spread their inspiration and motivation to their
colleagues.

Luckily for leaders everywhere, resilience is a

characteristic that can be built, developed, and enhanced
in any workforce (Youssef & Luthans, 2007).

Building Resilience at Work and Beyond

To quote renowned positive psychologist Mihaly
Csikszentmihalyi (2002, p.200):

“The ability to take misfortune and make

something good come of it is a rare gift.
Those who possess it (…) are said to have
resilience or courage.”

While some people certainly seem to be born with the

resilience gene, some of the necessary skills of resilience
can also be learned when practiced over time.
There are a number of useful models and tools that offer
frames for understanding and building resilience. The
following three models address the topic of resilience
from various angles and can provide useful insights.

1. The ABCDE model

Briefly described by Seligman (2011) and addressed in

detail in Reivich and Shatté (2002), this model explains
how the five key negative emotions mentioned earlier in
this article are linked to specific experiences. Feeling
angry is usually linked to the perceived violation of one’s
rights. Feeling embarrassed is usually the result of
unfavorable social comparison. Sadness and depression
are often linked to the loss of self-worth.

These 5 specific steps introduced in this ABCDE model

offer the keys to building resilience:

1. Adversity (recognizing any unfavorable thought

patterns)
2. Beliefs (finding the true reason behind the emotions)
3. Consequences (recognizing the negative impact of
these emotions)
4. Disputation (learning to challenge them)
5. Energization (begin choosing new and more effective
courses of action)

2. The 7 Pillars of Resilience

This model by German psychotherapist Micheline Rampe

(2010) is useful for understanding the key steps that need
to be taken by an individual on their journey to resilience.
Many of the strategies described by Rampe (2010) are
compatible with approaches recommended in positive
psychology literature.

These 7 pillars are:

1. Developing optimism (leading to positive expectations
enabling a person to take positive action)
2. Acceptance of the situation
3. Focusing on potential solutions
4. Taking responsibility for one’s own life
5. Escaping from the role as a victim of circumstance
6. Building a support network
7. Planning a flexible strategy for dealing with future
challenges

These pillars offer key steps that give an individual the

tools for dealing with adversity in a positive and
constructive way.

It should be noted that in the absence of real, objective

reasons that things are going to be better, hope and
optimism can be counter-productive. Without subsequent
improvement in circumstances, there is a good chance
that unrealistic hope and optimism will lead to
disappointment.

If nothing changes about your situation or your course of

action, how can you expect things to be different in the
future? This is called “big optimism” and or false hope,
and it should not be encouraged in those who are not
naturally highly optimistic.

3. The Three Musketeers of Resilience

The book Restore Yourself by Edy Greenblatt (2009)

presents strategies for combating professional
exhaustion and burnout through focusing on regular
restoration of personal resources.

The “three musketeers” described by Greenblatt are;

Gaining an understanding of what restores or depletes

 a person’s energy (what may be perceived as stress by
one person may be seen as relaxing for another, such
as violent video games)
Questioning social tags such as “work” or “vacation”
to identify their true restoration and depletion triggers
(essentially getting more specific about situations that
give or deplete energy both at work and in our private
life)
Becoming aware that, over time, a person’s sources of
depletion and restoration will change and adapt
accordingly

These models can be employed by individuals hoping to

develop their own resilience as well as by organizations
interested in building a resilient workforce. While true
resilience requires one to take responsibility for their own
life, there are ways to encourage the development of
resilience in employees.

For example, George Everly, Jr. (2011) describes how

organizations can build a resilient organizational culture in
an article from the Harvard Business Review.

The framework Everly, Jr. outlines is a simple one:

People prosper from success – creating an

environment in which employees have the tools to
succeed will help build resilient employees.
People learn while observing others – encourage
formal and informal professional groups within the
organization and place new employees in successful
working groups to encourage them to model that
success.
Encouragement, support, and mentoring are vital –
interpersonal support is one of the strongest
predictors of success and resilience.
 Managing stress is key – providing employees with
basic training in managing their stress can pay huge
dividends in increased productivity and enhanced
quality, not to mention fewer absences and healthier
employees.

Consistent with this framework, Everly, Jr. notes two

impactful things organizations have done to infuse their
workforce with resilience, including:

1) Investing in their leaders by providing training in

resilience and resilient leadership skills
2) Investing in all levels of the workforce by promoting
employee health and wellness, in the form of employee
wellness programs, workshops on physical fitness and
nutrition, and stress management training for employees
and their families

Forbes contributor Alan Kohll (2017) echoes these

lessons in building a resilient workforce, noting that the
development of resilience can be enhanced by
organizations through:

Leading by example and building resilience at the

executive level and in the management team
Fostering a sense of purpose and helping employees
find meaning in their work
Promoting a sense of control and self-confidence in
employees
Managing change effectively and responsibly to ensure
that change is seen as an opportunity rather than a
roadblock
Encouraging employee connections, whether formal or
informal, through mentorship and company-
recognized employee interest groups
Addressing stress levels, both in the organization as a
 whole and in individual employees
Nurturing a healthy sense of humor in the workplace
(the appropriate level will depend on the organization
and the industry)
Fostering grit and mental toughness in employees
Providing as many opportunities as possible for
learning and professional development
Staying optimistic and using positive messaging
Encouraging flexibility and adaptability in employees,
work groups, and the organization as a whole
Building problem-solving skills at all levels of the
company
Promoting good habits for physical and mental
health

Of course, there are also ways in which individuals can

work on building their resilience in both their personal
lives and the workplace as well. Rich Fernandez, veteran
director of learning and organizational development at
companies like Google, eBay, and J. P. Morgan Chase,
provides five suggestions for enhancing your resilience at
work (2016):

1. Exercise mindfulness to manage and minimize stress

2. Compartmentalize your work to enhance your
productivity and decrease cognitive strain
3. Take “detachment breaks” to work with your natural
mental focus, clarity, and energy cycles
4. Develop mental agility to respond thoughtfully and
constructively to stress
5. Cultivate compassion for yourself and for others to
enhance your well-being and decrease stress

Want to Learn More About Resilience?

Download the ‘Road to Resilience’ PDF
by the Discovery Health Channel and
American Psychological Association or watch Sam
Goldstein’s excellent TED Talk on the Power of
Resilience.

The Power of Resilience: Sam Goldstein, …

A Take Home Message

Resilience is the incredible useful ability to adapt and
cope with adversities and stresses, and fortunately for us,
it can be built and developed over time. The eight scales
presented here can be utilized to get a general idea of
how resilient you (or your employees) are, and hopefully
the tips on building resilience can help you go from there.

It is important to note that most resilience measures have

been developed, researched, and put to use in the West
and when the scales are applied to non-Western
populations, validity and reliability issues may arise. It is
the duty of each researcher to consider the internal
consistency and validity of their selected scale in the
context of their population (Amat et al. 2014).

If more organizations devote their attention to the

resilience in their workforce and focus on building
resilience at every level, they will be better able to prevent
and combat stress and burnout and build a thriving
organization full of capable, productive, and flourishing
individuals.
I wish you the best of luck as you use this information to
measure, share, and build resilience in your communities.

Thank you for reading, and please reach out to us in the

comments if you have any thoughts about the scales
mentioned or measuring resilience in general. We’d love
to hear from you!

About the Authors:

Seph has a passion for positive

psychology and a background in online
marketing. Positive Psychology Program
allows him to work at the intersection of
these fields and utilise his strengths to
the fullest.

Courtney Ackerman is a graduate of the

positive organizational psychology and
evaluation program at Claremont
Graduate University. She is currently
working as a researcher for the State of
California and her professional interests
include survey research, well-being in the workplace, and
compassion. When she’s not gleefully crafting survey
reminders, she loves spending time with her dogs,
visiting wine country, and curling up in front of the
fireplace with a good book or video game.

References

Related Posts

28 Comments
 Penny Power March 7, 2018 at 1:05 pm Reply

Wonderful to see these resources and hope to

be able to help you build awareness of all your
hard work

Karen Munce March 7, 2018 at 3:49 am Reply

Hi there, is the Resilience Scale for Adults

(RSA) in the public domain? I can’t locate it
anywehere – please provide a link. Thank-you.

Belinda wilson March 4, 2018 at 10:37 pm Reply

I have scrolled thru this lengthy article and

was amazed that the essential of creativity
and simply creating things (which is
fundamental for a healthy human being )was
not mentioned anywhere

Older Comments

Leave a Reply

*
Name
 *
Email

Website

Notify me of followup comments via e-mail. You

can also subscribe without commenting.

Post Comment

Sign me up for the newsletter

Legal Opportunities Contact DMCA

Protected
Disclaimer Free PDF Toolkit Login

Terms of Positive Our Team

Service Psychology
Sitemap
Internships
Privacy Policy
Contact
Positive
Editorial
Psychology
Guidelines
eBooks

Positive
Psychology
Toolkit

Copyright 2017 Positive Psychology Program B.V. All Rights Reserved.