Presentation 1: Coetzee, Seth T; Richardson, Michael J; Crane, Monique F.

Presentation 2: Bhatia, Jasmine K; Crane, Monique F; Karin, Eyal.

Presentation 3: Bucknell, Kirsten J; Kangas, Maria; Karin, Eyal; Crane, Monique F.

With the shifting dynamics of the workplace, organisations are facing increased pressure to support employee resilience and recovery, at both the individual and team levels. This symposium is aimed at academics and practitioners alike who are interested in recent theoretical and experimental advances that may provide deeper insight into the workplace and inform the development of evidence-based workplace interventions.

Teams are a key determinant of both individual outcomes and organisational performance. However, the inherent multilevel structure and underlying patterns of nonlinearity, emergence, and self-organisation of teams leads to increased complexity in understanding how they might demonstrate resilient outcomes. The symposium's first presentation will outline the key aspects of this perspective and present the results of a recent experimental study which examined the utility of a team reflection protocol in online teams. By framing reflection as a key feedback mechanism which increases access to coping resources, it represents an easily implemented method of driving teams’ collective coping capacity and achieving more resilient team outcomes.

Within organisational systems, workplace disruption offers a unique context to probe the stability of leadership influence on employee self-regulation and coping behaviours. The second presentation will discuss the findings of a longitudinal observational study investigating the role of leadership on the daily recovery experiences of 272 Australian Navy personnel. By considering deployment as a disruptive workplace event, the effects of health-oriented and aggressive leadership behaviours will be explored through individual- and team-level daily recovery experiences. Social-cognitive and social norms theories will be used to examine the onward implications for employee mental health outcomes, ultimately underscoring the significance of navigating leadership influence throughout workplace disruption.

Narrowing in on individuals operating within organisational systems, the final presentation will explore the effects of a person-centred self-reflective training approach for the development of resilience. The adaptive nature of self-reflection presents a paradox, however recent work highlights the confounding role of rumination in reflective practice. The results of a randomised controlled trial investigating the impact of the focus of self-reflective activities on the resilience of 254 Australian ministry workers will be presented. These findings highlight the positive impact of self-reflective writing and self-attention on successful coping experiences, particularly for those who initially experience more ruminative thought.

The conclusions drawn will focus on the application of findings to support pathways for effective coping and resilience that benefit organisations and the people who work in them.

At the conclusion of this event, attendees will be able to:
- Apply the fundamentals of dynamical systems theory to the context of teams, including conceptualising reflection as a feedback mechanism which drives team resilience and coping,
- Recognise the influence of leadership on employee self-regulation and coping using daily recovery experiences through workplace disruption, and
- Understand how self-reflection and insight may strengthen resilience and apply this understanding to maximise the effectiveness of resilience training within context.