Can Online Tools Help Employees Build Resilience?

Allison L. Williams; Acacia C. Parks; A.V.  Whillans

Article | Harvard Business Review (website)

Can Online Tools Help Employees Build Resilience?

by Allison L. Williams, Acacia C. Parks and A.V. Whillans

Abstract

You have had a tough day at work. Your presentation did not go well; your boss harshly critiqued your performance; a colleague was promoted to a position you had hoped to fill; and, on top of it all, some of your coworkers planned to go out after work and you were not invited. Anyone would feel lousy at the end of this day. But what helps you learn from these experiences and get back to business tomorrow is resilience. Resilience, the ability to adapt and recover from personal and professional setbacks, is increasingly recognized as a key driver of job performance. For those who lack resilience, a bad day can seriously throw them off their game, lowering their sense of worth, attitude toward their job, and work performance. In our recent research, we looked at whether using a brief, online intervention could build resilience in employees. We found that distressed employees who used such an intervention a few times per week showed significantly greater increases in resilience than employees who did not.

Keywords: resilience; Employees; Performance; Attitudes; Online Technology;

Format: Electronic

Citation:

Williams, Allison L., Acacia C. Parks, and A.V. Whillans. "Can Online Tools Help Employees Build Resilience?" Harvard Business Review (website) (April 24, 2019).

Conventional wisdom says you should ask your colleagues for feedback. However, research suggests that feedback often has no (or even a negative) impact on our performance. This is because the feedback we receive is often too vague—it fails to highlight what we can improve on or how to improve. New research suggests a better approach. Across four experiments—including a field experiment conducted in an executive education classroom—researchers found that people received more effective input when they asked for advice rather than feedback.

When making major life decisions—such as choosing what to do after graduation—is it better to prioritize time or money? In a pre-registered longitudinal study of 1,232 graduating university students, respondents who valued time over money chose more intrinsically rewarding activities and were happier one year after graduation. These results remained significant controlling for baseline happiness, potential confounds such as materialism and socioeconomic status, and when using alternative model specifications. These findings extend prior research by showing that the tendency to value time over money is not only predictive of daily consumer choices but also of major life decisions. Additionally, this research clarifies the direction of the observed associations between valuing time and money and happiness, showing that valuing time over money uniquely contributes to well-being, in part by encouraging intrinsic motivation. Together, this work sheds new light on whether, when, and how valuing time shapes happiness.

When looking to improve workplace performance, people often seek third-party input by asking for feedback. However, we propose that asking for feedback might not be the most effective way of soliciting critical and actionable input. We offer a simple yet powerful alternative: ask for advice instead. Across four experiments (N=1,438), including a field experiment, we show that people offer more critical and actionable input when they are asked to provide advice (versus feedback)—even when they are asked to provide comments on identical output. When asked to provide feedback (versus advice), givers focus too much on evaluating the recipient, which undermines their ability to generate constructive (i.e. critical and actionable) input. Our findings suggest that framing feedback provision as advice provision may be a promising way of soliciting constructive third-party input.

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Can Online Tools Help Employees Build Resilience?

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