|Understanding resilience 2017||Choosing between passive and active resilience in a given challenging situation or event depends on our answer to a question about self-interest. Our basic and fundamental self-interest is to survive, and our behaviour will be guided by what we think is the best way to achieve this||Derek Mowbray|
|Getting more done personal productivity||At what point in the cycle of working more and more do we admit this just isn’t working? We need another approach.||Hayley Watts|
|Organisational resilience||Organisational resilience - insights into and practical ideas for building resilience in the workplace. This paper provides a forward-thinking focus alongside practical actions businesses can take to create the resilient oundations that will stimulate sustainable business performance.||MetLife|
|Practical ways to de-stress and improve wellbeing||A practical exercise book containing things to do to de-stress and improve wellbeing.||Yvonne Williams ISMA Trustee for National Stress Awareness Day|
|The limits of overworking and understanding peak performance||For a company, it is crucial to be aware not only of the performance level of the staff but also of the physical, mental and emotional state of the individuals in the team. Today, new solutions for the workplace and the individual are needed to achieve clear minds in alert bodies for ultimately stronger results. To be at the top of your game, you need strategies, techniques and knowledge of how you function at your best.||Florence Parot|
|Report by the Mindfulness All-Party Parliamentary Group||The Mindfulness All-Party Parliamentary Group was set up to review the scientific evidence and current best practice in mindfulness training; develop policy recommendations for government, based on these findings; provide a forum for discussion in Parliament for the role of mindfulness and its implementation in public policy. This is a report of their findings.||The Mindfulness Initiative|
|Mental wellbeing guide for employers||The Health and Safety Executive for Northern Ireland have produced this general guidance for employers on creating a working environment that encourages mental wellbeing in partnership with Aware Defeat Depression, Chartered Institute of Personnel Development - Northern Ireland Branch, Equality Commission, Local Government Staff Commission, Labour Relations Agency, Northern Ireland Association for Mental Health, MindWise and Royal College of Psychiatrists.||HSENI|
|Management of psychosocial risks at work||An analysis of the findings of the European Survey of Enterprises on New and Emerging Risks. The findings of this report suggest that ‘context’ factors such as regulatory style, organisational culture and organisational capacity play an important role and offer a potential route for improving workplace management of psychosocial risks across Europe.||ESENER, RAND Europe|
|Working Our Way to Better Mental Health||Working our way to better mental health is the first national framework for mental health and employment. It establishes a cross-government approach to tackling this cost and waste. It has been developed with the support of Dame Carol Black, the National Director for Health and Work, who consulted mental health specialists, senior academics, representatives from business and third sector organisations, as well as people with mental health conditions.||Health, Work and Well-being Programme|
|Resilience and Thriving||This article addresses distinctions underlying concepts of resilience and thriving and issues in conceptualizing thriving.||Charles S Carver in Journal of Social Issues|
|Resilience and Strengthening Resilience in Individuals||Resilience is about our capacity to tolerate and move on with strength after experiencing an adverse event. Through an understanding of how our resilience is built and expanded we are able to strengthen our resilience by taking certain actions.||Professor Derek Mowbray|
|Preventing Stress Research Insight||Demonstrates how to create effective interventions designed to develop managers’ management competencies for preventing and reducing stress at work.||Emma Donaldson-Feilder, Rachel Lewis & Joanna Yarker|
|NEF Wellbeing Review||This report presents the evidence-base of the drivers of well-being at work as well as its positive impacts. It also explains how this evidence has been used to create the Happiness at Work survey, a new interactive employee survey tool that assesses the strengths and weaknesses of teams and organisations in regard to their well-being at work.The survey was developed by a team of experts from the Centre for Well-being at NEF, an internationally recognised leader in the field of well-being. To fully realise the potential of the survey tool, a spin-off from NEF – Happiness Works – was created and is now run as a separate business.||New Economics Forum|
|MHF Food and Mood Diary||This food and mood diary will help you understand how the way you feel is affected by what you drink and eat.||Mental Health Foundation|
|ILO Stress Prevention||Practical improvements for stress prevention in the workplace||ILO|
|HSJ Leading with Resilience||We all know how important it is for leaders to be steady and consistent. This may be ‘all part of the job’, but it is arguably one of the most demanding aspects of leadership and stretches even seasoned managers to the limits of their inner resources. This article is to help managers develop resilience in the face of ambiguity.||Jeanne Hardacre & Jane Keep|
|How to Manage Stress 2012||This booklet by Mind is for anyone who wants to know how to deal with stress and how to learn to relax. It explains when and how stress can be bad for you, and provides helpful strategies for dealing with it and where to go for further help.||MIND|
|How Healthy is your Diet?||This questionnaire is designed to allow you to assess the nutritional value of your diet and use supplementary information to help you to consider making positive changes to your diet.||BRITISH HEART FOUNDATION|
|Giving Our Mental Energy to the Good Stuff||Therapists make the same kinds of mistakes as the rest of us, but while certain corrections may filter down to therapists through criticism and revisionary theory, for the rest of us these errors may only become more entrenched, and acceptable, with time. Jessica Grogan looks at how we can oppose this very human and culturally entrenched habit.||Jessica Grogan in Psychology Today|
|Feeling Stressed Keeping Well||A personal workbook to help develop a preventative approach towards harmful levels of stress at work. It is a tool which can be used to gain more control over problems or difficulties you encounter as a result of stress caused by workload, relationships with colleagues, outside work pressures or other issues.||Mindful Employer|
|EU OSHA 2013 14 CAMPAIGN GUIDE MANAGE STRESS||The aim of this guide is to help employers, managers, workers and workers’ representatives to recognise and manage stress and psychosocial risks in the workplace.||European Agency for Safety and Health at Work|
|CIPD Developing Resilience Guide||Resilience is now recognised as an important factor in the workplace. In the increasingly turbulent context of today’s working world, the resilience of both individuals and organisations becomes paramount in order to survive and thrive. This leaflet gives guidance to practitioners based on a thorough review of the available evidence about how to develop resilience at individual and organisational level.||CIPD|
|Bupa Stress Guide||This guide has been created to provide more information about stress, its causes and effects and to offer people some practical advice about how to identify, understand and manage stress.||Bupa|
|20 Tips to Strengthen your Resilience at Work||Resilience is the capacity to cope with and become stronger as a result of experiencing and dealing with difficult events. Strengthening resilience combines building inner strength with applying personal strength to challenging situations.||Professor Derek Mowbray|
Statements and opinions expressed in articles, reviews and other materials herein are those of the authors; the editors and publishers.
While every care has been taken in the compilation of this information and every attempt made to present up-to-date and accurate information, we cannot guarantee that inaccuracies will not occur. The Management Advisory Service (UK) Limited will not be held responsible for any claim, loss, damage or inconvenience caused as a result of any information within these pages or any information accessed through this site.
The content of any organisations websites which you link to from this site are entirely out of the control of The Management Advisory Service (UK) Limited, and you proceed at your own risk. These links are provided purely for your convenience. They do not imply The Management Advisory Service (UK) Limited 's endorsement of, or association with, any products, services, content, information or materials offered by or accessible to you at the organisations site.
All copyright and trade marks accessible via the links from this site are owned by the respective website owners, or their licensors.