{"id":12930,"date":"2026-08-01T16:31:55","date_gmt":"2026-08-01T15:31:55","guid":{"rendered":"https:\/\/salomons.coach\/?p=12930"},"modified":"2026-08-01T21:35:34","modified_gmt":"2026-08-01T20:35:34","slug":"what-makes-some-teams-stronger-under-pressure-than-others","status":"publish","type":"post","link":"https:\/\/salomons.coach\/en\/what-makes-some-teams-stronger-under-pressure-than-others\/","title":{"rendered":"What Makes Some Teams Stronger Under Pressure Than Others?"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"12930\" class=\"elementor elementor-12930\" data-elementor-post-type=\"post\">\n\t\t\t\t<div class=\"elementor-element elementor-element-8b96306 e-flex e-con-boxed e-con e-parent\" data-id=\"8b96306\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-3f2be8c elementor-widget elementor-widget-html\" data-id=\"3f2be8c\" 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ease;\r\n}\r\n\r\n.sc-cta-button:hover {\r\n    background: transparent;\r\n    color: var(--sc-white) !important;\r\n}\r\n\r\n\/* References *\/\r\n\r\n.sc-references {\r\n    margin-top: 58px;\r\n    padding-top: 34px;\r\n    border-top: 1px solid var(--sc-border);\r\n}\r\n\r\n.sc-references h2 {\r\n    margin-top: 0;\r\n    font-size: 30px;\r\n}\r\n\r\n.sc-references p {\r\n    margin-bottom: 14px;\r\n    color: var(--sc-muted);\r\n    font-size: 14px;\r\n    line-height: 1.6;\r\n}\r\n\r\n\/* Mobile *\/\r\n\r\n@media (max-width: 700px) {\r\n    .sc-collective-coping {\r\n        font-size: 17px;\r\n        line-height: 1.7;\r\n    }\r\n\r\n    .sc-article-header {\r\n        padding: 40px 25px 36px;\r\n    }\r\n\r\n    .sc-executive-summary,\r\n    .sc-framework-intro,\r\n    .sc-question-panel,\r\n    .sc-series-box,\r\n    .sc-key-insight,\r\n    .sc-cta {\r\n        padding: 27px 23px;\r\n    }\r\n\r\n    .sc-capability {\r\n        grid-template-columns: 1fr;\r\n        padding: 25px 22px;\r\n    }\r\n\r\n    .sc-capability-number {\r\n        width: 54px;\r\n        height: 54px;\r\n        font-size: 23px;\r\n    }\r\n\r\n    .sc-thesis {\r\n        padding: 29px 14px;\r\n    }\r\n\r\n    .sc-figure-placeholder {\r\n        min-height: 300px;\r\n        padding: 25px;\r\n    }\r\n}\r\n<\/style>\r\n\r\n\r\n<article class=\"sc-collective-coping\">\r\n\r\n\r\n    <!-- =====================================================\r\n         EXECUTIVE SUMMARY\r\n         ===================================================== -->\r\n\r\n    <section class=\"sc-executive-summary\">\r\n        <h2>Executive summary<\/h2>\r\n\r\n        <p>\r\n            Organisations have invested heavily in helping individuals become more\r\n            resilient. While personal resilience, boundaries and recovery remain\r\n            important, they provide only part of the answer. Stress is experienced\r\n            individually, but the capacity to cope is strongly influenced by the\r\n            team environment.\r\n        <\/p>\r\n\r\n        <p>\r\n            Based on executive leadership experience, coaching practice and research\r\n            into organisational psychology, teamwork and resilience, I believe six\r\n            collective capabilities distinguish teams that sustain both performance\r\n            and wellbeing under pressure.\r\n        <\/p>\r\n    <\/section>\r\n\r\n\r\n    <!-- =====================================================\r\n         THE MISSING DIMENSION\r\n         ===================================================== -->\r\n\r\n    <section>\r\n        <h2>The missing dimension of resilience<\/h2>\r\n\r\n        <p>\r\n            Most leadership conversations about stress focus on the individual. Can\r\n            people recognise their warning signs? Are they setting appropriate\r\n            boundaries? Do they recover sufficiently? Are they resilient enough to\r\n            cope with increasing demands?\r\n        <\/p>\r\n\r\n        <p>\r\n            These are legitimate questions, but they tell only part of the story. In\r\n            practice, two equally capable professionals facing comparable demands can\r\n            experience very different outcomes. One remains engaged and performs\r\n            consistently, while the other gradually becomes overwhelmed. The\r\n            difference is not always explained by personality, mindset or individual\r\n            resilience. It is frequently shaped by the environment surrounding them.\r\n        <\/p>\r\n\r\n        <p>\r\n            Teams influence whether pressure becomes visible or remains hidden. They\r\n            determine whether people ask for help, whether leaders reconsider\r\n            priorities when demands increase and whether responsibility is\r\n            distributed\u2014or quietly accumulates around the same dependable\r\n            individuals.\r\n        <\/p>\r\n\r\n        <div class=\"sc-thesis\">\r\n            Resilience should not be viewed only as an individual capability. It is\r\n            also a property of the team.\r\n        <\/div>\r\n    <\/section>\r\n\r\n\r\n    <!-- =====================================================\r\n         FRAMEWORK INTRODUCTION\r\n         ===================================================== -->\r\n\r\n    <section>\r\n        <h2>The Collective Coping Framework\u2122<\/h2>\r\n\r\n        <div class=\"sc-framework-intro\">\r\n            <p>\r\n                I use the term <strong>Collective Coping<\/strong> to describe how\r\n                teams recognise, respond to and learn from periods of sustained\r\n                pressure together.\r\n            <\/p>\r\n\r\n            <p>\r\n                The framework does not transfer responsibility for personal wellbeing\r\n                to colleagues or leaders. Instead, it makes explicit the team\r\n                conditions that help individuals use their own coping capabilities\r\n                more effectively. Six collective capabilities are particularly\r\n                important.\r\n            <\/p>\r\n        <\/div>\r\n\r\n        <figure class=\"sc-figure\">\r\n            <img decoding=\"async\"\r\n            src=\"https:\/\/salomons.coach\/wp-content\/uploads\/2026\/08\/The-Six-Characteristics-of-Teams-that-Cope-with-Stress-Together.png\"\r\n            alt=\"The Collective Coping Framework showing six team capabilities\"\r\n            loading=\"lazy\"\r\n        >\r\n        <figcaption>\r\n            Figure 1. The Collective Coping Framework\u2122: The six capabilities that enable teams to recognise and manage pressure collectively.\r\n        <\/figcaption>\r\n        <\/figure>\r\n    <\/section>\r\n\r\n\r\n    <!-- =====================================================\r\n         SIX CAPABILITIES\r\n         ===================================================== -->\r\n\r\n    <section>\r\n        <h2>Six capabilities of teams that cope collectively<\/h2>\r\n\r\n        <div class=\"sc-capability\">\r\n            <div class=\"sc-capability-number\">1<\/div>\r\n\r\n            <div class=\"sc-capability-content\">\r\n                <h3>Shared awareness<\/h3>\r\n\r\n                <p>\r\n                    Teams that cope effectively under pressure know where pressure is\r\n                    accumulating. They do not confuse continued output with available\r\n                    capacity. Leaders and colleagues monitor workload, dependencies,\r\n                    energy and changing behaviour before a deterioration in\r\n                    performance forces the issue into view.\r\n                <\/p>\r\n\r\n                <p>\r\n                    Capacity discussions are embedded in normal operational\r\n                    management rather than reserved for moments when someone is\r\n                    already approaching exhaustion.\r\n                <\/p>\r\n\r\n                <div class=\"sc-leadership-question\">\r\n                    <span>Leadership question<\/span>\r\n                    Where is pressure accumulating that we are not yet discussing?\r\n                <\/div>\r\n            <\/div>\r\n        <\/div>\r\n\r\n\r\n        <div class=\"sc-capability\">\r\n            <div class=\"sc-capability-number\">2<\/div>\r\n\r\n            <div class=\"sc-capability-content\">\r\n                <h3>Speaking up<\/h3>\r\n\r\n                <p>\r\n                    Awareness is valuable only when people can act on what they see.\r\n                    In resilient teams, uncertainty, conflicting demands and overload\r\n                    can be discussed without an immediate loss of credibility.\r\n                <\/p>\r\n\r\n                <p>\r\n                    More importantly, speaking up produces a meaningful response.\r\n                    Leaders listen, colleagues engage and the team uses the information\r\n                    to make better decisions. Psychological safety without operational\r\n                    follow-through may create conversation, but it does not reduce\r\n                    overload.\r\n                <\/p>\r\n\r\n                <div class=\"sc-leadership-question\">\r\n                    <span>Leadership question<\/span>\r\n                    What happens after someone tells us that capacity is becoming\r\n                    constrained?\r\n                <\/div>\r\n            <\/div>\r\n        <\/div>\r\n\r\n\r\n        <div class=\"sc-capability\">\r\n            <div class=\"sc-capability-number\">3<\/div>\r\n\r\n            <div class=\"sc-capability-content\">\r\n                <h3>Shared responsibility<\/h3>\r\n\r\n                <p>\r\n                    Strong teams avoid allowing pressure to become a private burden.\r\n                    When one member faces an exceptional demand, colleagues can share\r\n                    knowledge, provide backup, redistribute selected work or\r\n                    temporarily adjust responsibilities.\r\n                <\/p>\r\n\r\n                <p>\r\n                    This does not dilute accountability. It protects delivery by\r\n                    ensuring that the team is not structurally dependent on the\r\n                    endurance of one person. Sustainable performance is a collective\r\n                    capability, not the result of repeated individual sacrifice.\r\n                <\/p>\r\n\r\n                <div class=\"sc-leadership-question\">\r\n                    <span>Leadership question<\/span>\r\n                    When one person becomes overloaded, what changes for the rest of\r\n                    the team?\r\n                <\/div>\r\n            <\/div>\r\n        <\/div>\r\n\r\n\r\n        <div class=\"sc-capability\">\r\n            <div class=\"sc-capability-number\">4<\/div>\r\n\r\n            <div class=\"sc-capability-content\">\r\n                <h3>Adaptive capacity<\/h3>\r\n\r\n                <p>\r\n                    Resilient teams do not treat every new request as an addition to\r\n                    the existing workload. They continuously reassess priorities,\r\n                    negotiate trade-offs and distinguish essential commitments from\r\n                    work that can be reduced, delayed or stopped.\r\n                <\/p>\r\n\r\n                <p>\r\n                    Resilience is therefore not the ability to absorb unlimited\r\n                    pressure. It is the capacity to adapt intelligently as demands,\r\n                    risks and available resources change.\r\n                <\/p>\r\n\r\n                <div class=\"sc-leadership-question\">\r\n                    <span>Leadership question<\/span>\r\n                    When we accept a new priority, what will stop, move or receive\r\n                    fewer resources?\r\n                <\/div>\r\n            <\/div>\r\n        <\/div>\r\n\r\n\r\n        <div class=\"sc-capability\">\r\n            <div class=\"sc-capability-number\">5<\/div>\r\n\r\n            <div class=\"sc-capability-content\">\r\n                <h3>Constructive challenge<\/h3>\r\n\r\n                <p>\r\n                    Healthy teams challenge patterns that appear productive in the\r\n                    short term but create risk over time. They notice when colleagues\r\n                    repeatedly work excessive hours, accept every new responsibility\r\n                    or become the default solution to every urgent problem.\r\n                <\/p>\r\n\r\n                <p>\r\n                    Rather than celebrating heroic behaviour indefinitely, colleagues\r\n                    and leaders address the underlying dependency. Constructive\r\n                    challenge protects the individual while strengthening the\r\n                    operating model of the team.\r\n                <\/p>\r\n\r\n                <div class=\"sc-leadership-question\">\r\n                    <span>Leadership question<\/span>\r\n                    Who challenges our most reliable people when their contribution\r\n                    becomes unsustainable?\r\n                <\/div>\r\n            <\/div>\r\n        <\/div>\r\n\r\n\r\n        <div class=\"sc-capability\">\r\n            <div class=\"sc-capability-number\">6<\/div>\r\n\r\n            <div class=\"sc-capability-content\">\r\n                <h3>Collective learning<\/h3>\r\n\r\n                <p>\r\n                    Every demanding period contains information about how the team\r\n                    operates. Resilient teams do not simply recover and move on. They\r\n                    examine what generated unnecessary pressure, where accountability\r\n                    became blurred, which interventions helped and what should change\r\n                    before the next peak.\r\n                <\/p>\r\n\r\n                <p>\r\n                    Learning transforms resilience from the ability to return to the\r\n                    previous state into the capacity to operate more effectively in\r\n                    the future.\r\n                <\/p>\r\n\r\n                <div class=\"sc-leadership-question\">\r\n                    <span>Leadership question<\/span>\r\n                    What have we changed as a result of the last demanding period?\r\n                <\/div>\r\n            <\/div>\r\n        <\/div>\r\n    <\/section>\r\n\r\n\r\n    <!-- =====================================================\r\n         CORE INSIGHT\r\n         ===================================================== -->\r\n\r\n    <aside class=\"sc-key-insight\">\r\n        <h3>A different definition of resilience<\/h3>\r\n\r\n        <p>\r\n            None of these six capabilities describes an extraordinary individual.\r\n            They describe ordinary people working together in disciplined and\r\n            supportive ways.\r\n        <\/p>\r\n\r\n        <p>\r\n            The leadership conversation therefore shifts from\r\n            <strong style=\"color:#ead8b2;\">individual endurance<\/strong> to\r\n            <strong style=\"color:#ead8b2;\">collective capability<\/strong>.\r\n        <\/p>\r\n    <\/aside>\r\n\r\n\r\n    <!-- =====================================================\r\n         INDIVIDUAL VS COLLECTIVE COPING\r\n         ===================================================== -->\r\n\r\n    <section>\r\n        <h2>Individual coping and collective coping complement one another<\/h2>\r\n\r\n        <p>\r\n            Focusing on collective coping does not remove personal responsibility.\r\n            Individuals remain responsible for recognising their warning signs,\r\n            communicating honestly, developing healthy coping strategies and making\r\n            responsible choices about recovery and boundaries.\r\n        <\/p>\r\n\r\n        <p>\r\n            However, teams create the operating conditions in which those individual\r\n            capabilities become more\u2014or less\u2014effective. Sustainable resilience\r\n            requires deliberate attention to both.\r\n        <\/p>\r\n\r\n        <div class=\"sc-table-wrap\">\r\n            <table class=\"sc-comparison-table\">\r\n                <thead>\r\n                    <tr>\r\n                        <th>Dimension<\/th>\r\n                        <th>Individual coping<\/th>\r\n                        <th>Collective coping<\/th>\r\n                        <th>Executive implication<\/th>\r\n                    <\/tr>\r\n                <\/thead>\r\n\r\n                <tbody>\r\n                    <tr>\r\n                        <td>Core focus<\/td>\r\n                        <td>Managing personal pressure, energy and recovery.<\/td>\r\n                        <td>Managing workload, priorities and support across the team.<\/td>\r\n                        <td>Build individual capability and team capacity simultaneously.<\/td>\r\n                    <\/tr>\r\n\r\n                    <tr>\r\n                        <td>Primary question<\/td>\r\n                        <td>How am I responding to pressure?<\/td>\r\n                        <td>How are we responding to pressure?<\/td>\r\n                        <td>Make both personal and system-level factors discussable.<\/td>\r\n                    <\/tr>\r\n\r\n                    <tr>\r\n                        <td>Early visibility<\/td>\r\n                        <td>The individual recognises personal warning signs.<\/td>\r\n                        <td>The team detects changes in workload, behaviour and capacity.<\/td>\r\n                        <td>Do not rely solely on individuals to declare overload.<\/td>\r\n                    <\/tr>\r\n\r\n                    <tr>\r\n                        <td>Speaking up<\/td>\r\n                        <td>The individual raises concerns and asks for help.<\/td>\r\n                        <td>The team responds constructively and acts on the signal.<\/td>\r\n                        <td>Measure the quality of the response, not merely openness.<\/td>\r\n                    <\/tr>\r\n\r\n                    <tr>\r\n                        <td>Work allocation<\/td>\r\n                        <td>The individual manages priorities and boundaries.<\/td>\r\n                        <td>The team redistributes work and makes trade-offs explicit.<\/td>\r\n                        <td>Prevent commitments from accumulating silently.<\/td>\r\n                    <\/tr>\r\n\r\n                    <tr>\r\n                        <td>Recovery<\/td>\r\n                        <td>The individual protects rest, reflection and renewal.<\/td>\r\n                        <td>The team creates space after periods of peak demand.<\/td>\r\n                        <td>Treat recovery as part of performance management.<\/td>\r\n                    <\/tr>\r\n\r\n                    <tr>\r\n                        <td>Learning<\/td>\r\n                        <td>The individual reflects on personal triggers and responses.<\/td>\r\n                        <td>The team changes routines, roles and decisions that created pressure.<\/td>\r\n                        <td>Convert difficult periods into organisational learning.<\/td>\r\n                    <\/tr>\r\n\r\n                    <tr>\r\n                        <td>Principal risk<\/td>\r\n                        <td>Overload, withdrawal and reduced professional effectiveness.<\/td>\r\n                        <td>Hidden dependency, repeated heroics and operational fragility.<\/td>\r\n                        <td>Address human sustainability and system resilience together.<\/td>\r\n                    <\/tr>\r\n                <\/tbody>\r\n            <\/table>\r\n        <\/div>\r\n\r\n        <figure class=\"sc-figure\">\r\n    <img decoding=\"async\"\r\n        src=\"https:\/\/salomons.coach\/wp-content\/uploads\/2026\/08\/Collective-Stress-Coping-Comparison-Table-2x2-Matrix-1-e1785610622481.png\"\r\n        alt=\"Individual Coping \u00d7 Collective Coping Matrix\"\r\n        loading=\"lazy\"\r\n    >\r\n    <figcaption>\r\n        Figure 2. Individual vs Collective Coping\u2122 - Sustainable performance requires both capable individuals and teams\r\n                that respond constructively to pressure.\r\n    <\/figcaption>\r\n<\/figure>\r\n\r\n     <\/section>\r\n\r\n\r\n    <!-- =====================================================\r\n         LEADERSHIP REFLECTION\r\n         ===================================================== -->\r\n\r\n    <section>\r\n        <h2>A practical question for every leadership team<\/h2>\r\n\r\n        <p>\r\n            Most executive teams track financial performance, operational delivery,\r\n            customer outcomes and employee engagement. Far fewer assess how\r\n            effectively their teams recognise and manage pressure together.\r\n        <\/p>\r\n\r\n        <p>\r\n            The following questions can initiate a more useful leadership\r\n            conversation:\r\n        <\/p>\r\n\r\n        <div class=\"sc-question-panel\">\r\n            <h3>Questions for your next leadership meeting<\/h3>\r\n\r\n            <ul>\r\n                <li>\r\n                    Do we know where pressure is accumulating before performance\r\n                    begins to decline?\r\n                <\/li>\r\n                <li>\r\n                    Can people raise concerns early without damaging their\r\n                    professional credibility?\r\n                <\/li>\r\n                <li>\r\n                    Does responsibility repeatedly become concentrated around the same\r\n                    dependable individuals?\r\n                <\/li>\r\n                <li>\r\n                    Do we explicitly reprioritise when capacity or circumstances\r\n                    change?\r\n                <\/li>\r\n                <li>\r\n                    Does speaking up lead to decisions\u2014or only to acknowledgement?\r\n                <\/li>\r\n                <li>\r\n                    Do we learn from demanding periods, or simply move on to the next\r\n                    deadline?\r\n                <\/li>\r\n            <\/ul>\r\n        <\/div>\r\n\r\n        <p>\r\n            The answers may reveal more about future organisational resilience than a\r\n            performance dashboard alone.\r\n        <\/p>\r\n    <\/section>\r\n\r\n\r\n    <!-- =====================================================\r\n         CONCLUSION\r\n         ===================================================== -->\r\n\r\n    <section>\r\n        <h2>From individual endurance to collective capability<\/h2>\r\n\r\n        <p>\r\n            Collective coping is not another wellbeing initiative. It is a leadership\r\n            and operating capability. When teams make pressure visible, respond\r\n            together, adapt priorities and learn continuously, they create better\r\n            conditions for sustainable performance.\r\n        <\/p>\r\n\r\n        <p>\r\n            Stress will always remain personal. How successfully people cope with\r\n            that stress, however, is profoundly influenced by the quality of the team\r\n            surrounding them.\r\n        <\/p>\r\n\r\n        <div class=\"sc-thesis\">\r\n            Resilient organisations invest not only in resilient individuals, but\r\n            also in teams that know how to cope together.\r\n        <\/div>\r\n    <\/section>\r\n\r\n<section class=\"sc-related-profile\">\r\n    <h2>Start with your own patterns<\/h2>\r\n\r\n    <p>\r\n        Collective coping begins with individual awareness. Before a team can\r\n        understand how pressure is shared, each person needs insight into how they\r\n        currently experience stress, which coping responses they rely on and what\r\n        supports\u2014or undermines\u2014their recovery.\r\n    <\/p>\r\n\r\n    <p>\r\n        The\r\n        <a href=\"https:\/\/salomons.coach\/en\/personal-stress-coping-profile\/\">\r\n            Personal Stress Coping Profile\u2122\r\n        <\/a>\r\n        provides that individual starting point. It offers a structured reflection\r\n        on current pressure, coping patterns, resilience resources, boundaries and\r\n        recovery, without diagnosing or labelling.\r\n    <\/p>\r\n\r\n    <a\r\n        class=\"sc-related-profile-button\"\r\n        href=\"https:\/\/salomons.coach\/en\/personal-stress-coping-profile\/\"\r\n    >\r\n        Read about the Personal Stress Coping Profile\u2122\r\n    <\/a>\r\n<\/section>\r\n\r\n    <!-- =====================================================\r\n         SERIES NAVIGATION\r\n         ===================================================== -->\r\n\r\n    <section class=\"sc-series-box\">\r\n        <h2>The Collective Coping Series<\/h2>\r\n\r\n        <div class=\"sc-series-item\">\r\n            <div class=\"sc-series-number\">01<\/div>\r\n            <div>\r\n                <a href=\"https:\/\/salomons.coach\/en\/stress-is-personal-cooping-is-collective\/\">\r\n                    Stress Is Personal. Coping Is Collective.\r\n                <\/a>\r\n            <\/div>\r\n        <\/div>\r\n\r\n        <div class=\"sc-series-item\">\r\n            <div class=\"sc-series-number\">02<\/div>\r\n            <div>\r\n                <strong>\r\n                    What Makes Some Teams Stronger Under Pressure Than Others?\r\n                <\/strong>\r\n            <\/div>\r\n        <\/div>\r\n\r\n        <div class=\"sc-series-item\">\r\n            <div class=\"sc-series-number\">03<\/div>\r\n            <div>\r\n                Coming next: <em>High Performance Can Hide Organisational Weakness<\/em>\r\n            <\/div>\r\n        <\/div>\r\n    <\/section>\r\n\r\n\r\n    <!-- =====================================================\r\n         COMMERCIAL BRIDGE \/ CTA\r\n         ===================================================== -->\r\n\r\n    <section class=\"sc-cta\">\r\n        <h2>How well does your team cope with pressure together?<\/h2>\r\n\r\n        <p>\r\n            The Team Stress Coping &amp; Resilience Profile\u2122 helps teams understand\r\n            how pressure is distributed, how members currently respond and which\r\n            collective capabilities require attention. The objective is not to label\r\n            individuals, but to create a more informed and constructive team\r\n            conversation.\r\n        <\/p>\r\n\r\n        <p>\r\n            Combined with a facilitated workshop, the profile translates insight into\r\n            a focused set of team practices that strengthen sustainable performance.\r\n        <\/p>\r\n\r\n        <!-- Replace the URL below with your preferred contact or service page -->\r\n        <a class=\"sc-cta-button\"\r\n           href=\"https:\/\/salomons.coach\/en\/contact\/\">\r\n            Start the conversation\r\n        <\/a>\r\n    <\/section>\r\n\r\n\r\n    <!-- =====================================================\r\n         REFERENCES\r\n         ===================================================== -->\r\n\r\n    <section class=\"sc-references\">\r\n        <h2>References and further reading<\/h2>\r\n\r\n        <p>\r\n            Hartwig, A., Clarke, S., Johnson, S., &amp; Willis, S. (2020).\r\n            Workplace team resilience: A systematic review and conceptual\r\n            development. <em>Organizational Psychology Review, 10<\/em>(3\u20134),\r\n            169\u2013200.\r\n        <\/p>\r\n\r\n        <p>\r\n            Rodr\u00edguez, I., Kozusznik, M. W., &amp; Peir\u00f3, J. M. (2019).\r\n            Individual, co-active and collective coping and organizational stress:\r\n            A longitudinal study. <em>European Management Journal, 37<\/em>(1),\r\n            86\u201398.\r\n        <\/p>\r\n\r\n        <p>\r\n            Salas, E., Sims, D. E., &amp; Burke, C. S. (2005).\r\n            Is there a \u201cBig Five\u201d in teamwork?\r\n            <em>Small Group Research, 36<\/em>(5), 555\u2013599.\r\n        <\/p>\r\n\r\n        <p>\r\n            Edmondson, A. C., &amp; Lei, Z. (2014).\r\n            Psychological safety: The history, renaissance, and future of an\r\n            interpersonal construct.\r\n            <em>Annual Review of Organizational Psychology and Organizational\r\n            Behavior, 1<\/em>, 23\u201343.\r\n        <\/p>\r\n\r\n        <p>\r\n            Bakker, A. B., &amp; Demerouti, E. (2007).\r\n            The Job Demands\u2013Resources model: State of the art.\r\n            <em>Journal of Managerial Psychology, 22<\/em>(3), 309\u2013328.\r\n        <\/p>\r\n\r\n        <p>\r\n            Cross, R., Rebele, R., &amp; Grant, A. (2016).\r\n            Collaborative overload. <em>Harvard Business Review<\/em>.\r\n        <\/p>\r\n    <\/section>\r\n\r\n<\/article>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>Why do some teams remain effective under sustained pressure while others gradually become overwhelmed? This article introduces six collective capabilities that help teams recognise pressure early, redistribute responsibility, adapt priorities and learn from demanding periods, without replacing individual accountability.<\/p>\n","protected":false},"author":1,"featured_media":12950,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"rs_blank_template":"","rs_page_bg_color":"","slide_template_v7":"","_monsterinsights_skip_tracking":false,"footnotes":""},"categories":[1,195,193,194,192,200],"tags":[72,366,214,348,148,346,592,450,122,489],"class_list":["post-12930","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-organizations-culture","category-self-personal-growth","category-teams-collaboration","category-vuca-leadership","category-workshops-events","tag-leadership","tag-leadership-behavior","tag-psychological-safety","tag-resilience","tag-self-awareness","tag-stress-management","tag-stress-management-2","tag-team-coaching","tag-team-dynamics","tag-teamwork"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 5.0.0.1 - aioseo.com -->\n\t<meta name=\"description\" content=\"Discover six collective capabilities that help teams cope with stress, protect sustainable performance and strengthen resilience under pressure.\" \/>\n\t<meta name=\"robots\" content=\"max-image-preview:large\" \/>\n\t<meta name=\"author\" content=\"salomons.coach\"\/>\n\t<meta name=\"google-site-verification\" content=\"-O4Usq8B4QhcjoRwcNVgdzzVlQNLiDAw2Hy2bNYQhTk\" \/>\n\t<link rel=\"canonical\" href=\"https:\/\/salomons.coach\/en\/what-makes-some-teams-stronger-under-pressure-than-others\/\" \/>\n\t<meta name=\"generator\" content=\"All in One SEO Pro (AIOSEO) 5.0.0.1\" \/>\n\t\t<meta property=\"og:locale\" content=\"en_GB\" \/>\n\t\t<meta property=\"og:site_name\" content=\"salomons.coach - Leadership Development &amp; 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