Resilience is the ability to positively adapt, grow,
and thrive no matter what rides into your life.
Elizabeth Wallace
Tarleton State University
Jolyn Dahlvig
Calvin College
 Students
who stop going to class
 Students who don’t complete assignments-or
promised follow-up
 Students who drop classes
 Students who fail to attend events
 Students who give up by mid-Fall
 Students who can’t navigate interpersonal
relationships
Ĵ
Four uses of resilience
 Overcome obstacles

Resilience helps
students:
 Connect
Steer through daily
adversity

Recover from crisis

Open up to new
experiences



Persist
Succeed
Expand horizons
Ĵ
 Refocus
on the human strengths
 Individuals
are capable of life change
 “Explanatory
style” or thinking is the key to
resilience
 Accurate
thinking however is critical
Ĵ
Me
Always
Everything
vs
vs
vs
Not Me
Not Always
Not Everything
 Emotion
Regulation
 Controlling
Impulses
 Empathy
 Optimism
 Analysis
of Cause
 Self-Efficacy
 Expanding-reaching
out
Ĵ
Understanding our ABCDE’s
1.
1.
2.
3.
4.
5.
6.
7.
Adversity, Belief, Consequences Disputation, Energization
Avoiding Traps in Thinking
Detecting Icebergs
Dissecting and Challenging Thinking
Taking Perspective
Calming & focusing
Getting Real
http://www.imdb.com/video/screenplay/vi29
5567641/
Ĵ
Adversity:
Beliefs:
Consequences:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Adversity: (record objective facts-who, what, when, and where)
Chef Kate came back from time off after her sister died and found that her
boss had hired a Sous Chef from an Italian restaurant named Nick.
Beliefs-Ticker Tape
Consequences
•They found a
replacement
•My boss hired him
•My boss thinks he is
good
•My boss wants to
replace me
•I am not good enough
•I will not have a job
•I will lose who I am
•Disbelief- denial: ignore
Nick’s presence
•Rude- perpetuate
perception that she can’t
handle people
•Betrayal- gave all my
expertise and return/this
is the result: yell at my
boss
•Anger- silent treatment and
yelling
•Fear- incapable of seeing
the opportunity
(record any beliefs without censor
that come from the adverse
situation):
(record the emotions felt and the consequences as a
result of the emotion):
•
Ĵ
Adversity:
Let’s use our own example:
Beliefs:
Consequences:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
 Jumping
to conclusions
 Tunnel vision
 Magnifying & minimizing
 Personalizing
 Externalizing
 Overgeneralizing
 Different
than surface beliefs
 Fundamental
 Deep-rooted
 Define “who you are”
 Define “your place in the world”
 Achievement
Low Intensity
High Intensity
 Acceptance
Low Intensity
High Intensity
Low Intensity
High Intensity
 Control
 Map
The A-B-C
 Check the B-C Connection


 If


Are the “C’s” out of proportion?
Do the “C’s” match the “B’s?”
yes, :
What does that mean to me?
What is the most upsetting part of that for me?
 Identify
worst case
 Determine
 Identify
best case
 Determine
 Identify
likelihood
most likely outcomes
Solutions
Worst Case
Beliefs
How Likely?
Best Case
Beliefs
Solutions
Likely
Outcomes
Worst Case
Beliefs
How Likely?
Best Case
Beliefs
Determined to
not be a
good enough
chef
Not at all likely
Receive world
wide
recognition
Learn to work
with Sous
Chef
Not likely
Instantly able
to relate to
people
Encounter
some
conflict on
the way
Fired from job
Likely
Outcomes
Solutions
Spend time getting to know Sous Chef
Ask what Sous Chef is interested in learning/gaining
Work on listening skill set
Ĵ
Worst Case
Beliefs
How Likely?
Best Case
Beliefs
Solutions
Likely
Outcomes
 Calming


Positive Refocusing
Mentoring Techniques
 Three



Techniques Educators already use!
Mantras
A more accurate way to view this could be:
That’s not true because:
A more likely outcome would be:
 First
Generation Study Grant
 Possible
positive impact on RETENTION

Resilience
Reivich, K. & Shatte, A. (2002) The resilience factor; 7 essential skills
for overcoming life’s inevitable obstacles. Broadway Books, New York.
Wallace, E., (2007). The construct of resilience. Unpublished
manuscript.

Self Efficacy
Wallace, E., (2008) Well-being, self-efficacy, and engagement at
Tarleton State University. Unpublished manuscript.

Emotional Intelligence
Goleman, D. Boyatzis, R. McKee, A. (2002) Primal leadership; Learning
to lead with emotional intelligence. Harvard Business School Press.
Boston, Massachusetts.