Adversity quotient
People today are constantly facing changes in what they do,
how they work, where they work, and whom they work. Change within
an organization is only part of the problem. Employees who are
more responsible for dealing directly with suppliers and
customers face external change (Maddi & Khoshaba, 2005; Mallak,
1998; Reivich & Satte, 2002). And it is believed that these
changes can affect adversity, which can also affect his work
performance.
According to Stoltz (2000), change itself is no longer a
source of competitive advantage. True competitive advantage is
determined by the speed, scale, and direction an organization can
change. Accelerating the cycle of change is entirely up
to the participant's will. No speeches and
meetings would change without people on board.
Stolz argues that organizational resilience (AQ) is a
decisive variable in accelerating and reinforcing change.
First, the high configuration of the AQ can significantly reduce
the depth and width of the transition step. This not only
reduces the personal trauma of the change but also reduces the
time it takes to reach the other person.
The second benefit is that organizations with higher AQs can
raise the bar for where they are merged in new trials. Those who
view change as both an opportunity and a potential for influence
will put increasingly continuous energy into the process,
increasing their chances of getting the source. The automatic
perception that a person with a high AQ has a transitional period
and doesn't have to ruin everything also keeps his enthusiasm and
energy strong.
People with higher AQ scores are more likely to embrace,
drive, and sustain change. AQ's high responsiveness to change
also builds the temporal and organizational resilience needed to
successfully manage ongoing change. The automatic perception that
a person with a high AQ has a transitional period and doesn't
have to ruin everything also keeps his enthusiasm and energy
strong. People with higher AQs are more likely to embrace, drive,
and sustain change.
Most organizations' survival is dependent on their ability
to withstand and overcome constant and increasing hardship. For
most firms, the relentless avalanche of change is the greatest
source of adversity. Regardless of its talents or capacity, an
organization is only as strong as its AQ. To be a truly high-
performing team, it must have a high-performance CORE operating
system that can sustain agility, innovation, problem-solving, and
strategic thinking in the face of adversity.
Adversity-related factors are many, complicated, and
multidirectional. Adversity research is highly influenced by
studies in cognitive psychology. The principle of learned
helplessness is one of the most essential aspects of adversity.
Learned helplessness tries to explain why some people thrive
in the face of adversity while others give up or withdraw.
Seligman and others have since discovered that humans may learn
to acquire this feature. Learned helplessness is the
internalization of the concept that what you do is meaningless;
it refers to the loss of perceived control over bad
circumstances.
Stolz provides a summary of the conclusions drawn from the
work of Martin Seligman, Christopher Peterson, Stephen Mayer,
Carol Dweck, and others on learned helplessness. a)Learned
helplessness explains why people give up. c) Once learned, it is
easy to justify one's sense of helplessness. d) People can be
immunized against feeling helpless. e) Those who have been
immunized against helplessness never give up. f) The surge in
depression is caused by an epidemic of learned helplessness. g)
Pessimists and optimists react differently to adversity. h) Men
and women teach differently and, consequently, tend to respond
differently to adversity, and learned helplessness can be taught
to others and later reinforced.
The process by which AQ enhances adversity response is based
on the work of Albert Ellis and his ABC model. This rational-
emotional model of behavior is founded on the idea that it is
one's belief about an event that generates reactions and feelings
rather than the events themselves. The significance of these
models in cognitive psychology stems from the fact that, unlike
most training, cognitive disputation skills appear to take on a
life of their own, developing and increasing long after the
training. AQ influences how people perceive hardship and how they
respond to it, both now and in the future.
The adversity quotient is the fertile soil, the primary,
basic aspect of success that can decide how, if, and to what
extent a person's attitudes, talents, and performance appear in
the world. Like the soil composition in the garden. AQ can be
supplemented and improved. It is at this point that the practical
consequences of AQ become clear.
The result of 19 years of research and 10 years of
implementation is a significant breakthrough in the understanding
of what it takes to succeed. The adversity quotient determines a
person's success in business and life. AQ indicates how well he
will be able to resist and overcome adversity. AQ forecasts who
will outperform and who will fall short of their performance and
potential, as well as who will give up and who will succeed. The
adversity quotient is composed of four CORE dimensions. CORE
stands for control, ownership, reach, and endurance. These
dimensions will define a person's overall AQ.
As stated in an article by Darwin (2007), Adversity
Quotient (AQ): New Factors Determining Success and Higher and
Higher Performance, many researchers have devoted a lot of
research to IQ over the years. (IQ) and emotional quotient (EQ)
are considered determinants of success and higher achievement. A
decade ago, Paul Stoltz introduced a new, interesting, and
interesting concept called the Adversity Quotient (AQ). This
concept measures how well you withstand adversity and your
ability to overcome adversity. A growing body of research has
recently shown that measuring AQ can better predict success than
IQ, education, or social skills.
According to him, by understanding the concept of AQ, you can
better understand how you and others respond to challenges and
adversity in all aspects of life. How people respond to adversity
is a strong indicator of their ability to succeed in many
endeavors.
Psychoneuroimmunology, neurophysiology, and cognitive
psychology are the three sciences that underpin AQ. They serve as
its foundation, and hundreds of research studies back up the
significance AQ plays in determining one's ability to overcome
hurdles.
Stoltz created the adversity reaction profile as a tool for
measuring AQ (ARP)
The adversity reaction profile (AQ) is the only scientifically
validated tool for assessing how well one handles hardship.
According to him, AQ is a reliable predictor of success, stress
threshold, performance, risk-taking, adaptability, productivity,
perseverance, improvement, energy, and health.
Adversity and resilience are closely linked. Siebert (2005)
defines resilience as the ability to adapt to life changes and
crises. This is the key to a healthy and productive life. Siebert
believes in the science of resilience, and his research explains
how and why some people are more resilient than others, and how
resilience can be learned at all ages. Sievert's book, The
Resiliency Benefit details the five levels of resilience and
provides an agenda for building resilience. The personality
traits at the two ends of the continuum are resilience and
vulnerability, such as resisting or accepting change, moral
behavior or moral living, emotional intelligence and emotional
intelligence, following role directives and writing one's own
life story, and the path to implementation of this
transformation. The authors rely heavily on a reflective approach
in their proposed activity.
In their book, Reivich and Shatter(2002), vice president for
research and development at adaptive learning system, offers
resilience training. Based on their fifteen-year research, the
resiliency factor -7 keys to finding your inner strength and
conquering life's difficulties define the seven abilities
required to become resilient. They highlight that it is how a
person reacts to what occurs to him rather than what happens to
him that determines the course of his life. The book includes an
RQ (resilience quotient) test and reaffirms that RQ can be
enhanced.
According to Reivisch and Shatter, the seven abilities for
resilience are emotion, regulation, impulse control, cause
analysis, optimism, empathy, self-efficacy, and reaching out.
The book offers a step-by-step guide to mastering these seven
talents. It includes practice tasks and an opportunity for
reflection to help you enhance your skills. The writers assist
the reader in understanding one's thinking style and claim that
resilience can be strengthened by learning to avoid a faulty
thinking style and becoming more realistic in judging what
hardship does to one.
At its most fundamental level, AQ is the precise, measurable,
unconscious pattern of how you respond to adversity. However, AQ
is much more than a metric. It contributes a critical element to
what is quickly becoming a grand unification theory of human
behavior, building on nearly four decades of wisdom and
scientific inquiry from some of the world's most eminent minds.
Once you understand how AQ works, you'll be able to apply the
following science to solve some of the most fundamental mysteries
of individual and communal endeavor. Stoltz (2000)
According to Chang (2001), the adversity quotient model
includes a dimension for control, with the notion that the more
perceived control a person has, the more robust they will be. The
control and ownership dimensions are inextricably linked in this
model in that the more one takes ownership when adversity
strikes, meaning they don't deflect accountability by attributing
the cause of the bad event to something external or outside of
themselves, the more perceived control they have. This is in
contrast to the explanatory style paradigm, which assumes that
attributions for bad events that are internal (as well as stable
and global) will be seen as uncontrollable.
AQ applies to both institutions and individuals. An
individual's ability to resist and effectively manage adversity
within an educational context will have a significant impact on
the institution's success. Agility, resilience, persistence,
creativity, productivity, longevity, risk-taking, stamina,
health, and success are all affected by AQ in an organization.
Stoltz(1997).
Reference:
Markman, G.D. (2000).
Adversity Quotient: The role of
Personal Bounce-Back
ability in new venture
formation. Renssealer
Polytechnic Institute. Retrieved
from
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