Cognitive hardiness – a psychological trait that builds mental resilience in the face of stress – could be the key to helping individuals, including psychologists, better-manage work pressures, says organisational psychologist Dr Sherrica Senewiratne.
“With cognitive hardiness, an individual looks at a stressor that comes their way and determines if they can cope, depending on how they perceive that stress,” according to Dr Senewiratne, who is speaking at APS's upcoming Festival of Psychology.
While the concept is well-regarded in high-stress environments such as the military and in healthcare, it remains largely unfamiliar in mainstream workplaces – and she is on a mission to change that.
Workplace stress is unavoidable. High expectations, tight deadlines, limited resources and complex interpersonal dynamics often leave people feeling stretched and overwhelmed.
"Stress has become normalised at work, leaving many unsure how to handle it," she adds.
While a certain level of stress can drive performance, chronic stress erodes wellbeing, motivation and productivity, she said.
Individual responses to stress vary significantly between individuals. While some people thrive under pressure, others are prone to burn out.
Contextual factors, such as a lack of psychological safety, poor management practices and/or the presence of psychosocial risk factors (such as unrealistic deadlines or a lack of clarity) also influence how an individual might respond to stress at work. In this situation, thorough human resources and governance practices are crucial in order to see the necessary systemic changes.
Dr Senewiratne believes cognitive hardiness can be a powerful tool for both leaders and employees, helping them reframe and respond to stress in healthier, more constructive ways.
She believes the strategy may help both leaders and employees manage stress more effectively.
Essentially, cognitive hardiness is viewing setbacks as growth opportunities. It involves asking, 'How will overcoming this stressor help me learn?' – Dr Sherrica Senewiratne.
Beyond resilience: What is cognitive hardiness?
Cognitive hardiness consists of three core components:
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Commitment: assessing a person's determination to overcome the stressor, such as meeting a deadline or hitting a KPI – something that gives them motivation.
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Control: focusing on aspects they can influence. For example, they may not be able to control a deadline, but they may be able to cancel a meeting to free up time. An element of control can empower an individual to take on the stressor.
- Challenge: evaluating what they can learn from that experience, which will help them become more resilient in the future.
"Essentially, cognitive hardiness is viewing setbacks as opportunities for growth," says Dr Senewiratne. "It involves asking, 'How will overcoming this stressor help me learn?' This might mean working more efficiently or picking up new skills for future challenges."
Unlike resilience, which is about bouncing back, cognitive hardiness is a deliberate process, she adds.
"Cognitive hardiness is a more active strategy in which you appraise the stressor and decide how you will overcome it."
Potential of cognitive hardiness in the workplace
Research indicates that cognitive hardiness can reduce stress, burnout and illness, while enhancing mental health. During the pandemic, it also alleviated feelings of cynicism for those working in isolation.
Though its effectiveness across industries and its potential for widespread training remain unproven, Dr Senewiratne is optimistic. She believes it holds significant promise for improving workplace wellbeing, job satisfaction, productivity and motivation.
"We know that cognitive hardiness helps individuals, teams and organisations," she says. "In fast-paced sectors, there's even the possibility of recruiting people based on their hardiness levels."
We gain confidence through experience, so cognitive hardiness has the potential to boost competence and productivity over time, Dr Senewiratne adds.
"If you overcome something, this will help you next time you cognitively appraise the same type of stressor. As a result, people start to become more resilient."
Helping clients build hardiness and maintain wellbeing
Psychologists can guide clients through reflection questions to explore the three components of cognitive hardiness and help them tackle stressors.
"This involves analysing their commitment to overcoming the stressors, identifying what they can and can't control, understanding the challenge, and recognising what they will learn from it," says Dr Senewiratne.
For example:
Commitment
- What personal or professional values are being tested here?
- What keeps you showing up despite the pressure?
- How does this challenge connect to your broader goals or purpose?
Control
- What aspects of this situation are within your control?
- Where are you placing your energy right now – on what you can change or what you can't?
- Are there any practical steps you can take today to move things forward?
Challenge
- What is this situation teaching you about yourself?
- How have you grown from similar experiences in the past?
- If you come through this successfully, what skills or insights will you have gained?
"This process of cognitive hardiness grants the client autonomy over how they overcome the stressor and eventually gives them confidence to keep facing similar stressors."
Journalling may help a client to bring awareness to the elements of commitment, control and challenge, she adds.
Cognitive hardiness also bolsters personal wellbeing by aligning with the Conservation of Resources (COR) theory, which suggests people are motivated to protect and acquire valued resources, and that stress results from the threat or actual loss of these resources.
"It's about helping clients evaluate stressors, with the goal of better self-understanding, conserving their energy resources, and knowing when and how to replenish them," says Dr Senewiratne.
Early detection and proactive response
Dr Senewiratne says psychologists – especially organisational psychologists – can help individuals recognise the early warning signs of unhealthy stress responses in the workplace.
These signs can include ineffectiveness, cynicism and exhaustion – the three components of burnout.
"[Ineffectiveness] occurs when performance drops, cynicism happens when trust in colleagues erodes and exhaustion can manifest as emotional dysregulation, withdrawal and reactivity."
One-on-one coaching can be particularly effective in helping individuals manage workplace stress through cognitive hardiness, Dr Senewiratne adds.
"Coaching can guide them in developing strategies, building and sustaining cognitive hardiness and monitoring their progress."
She adds that, as always in psychology, it's important to avoid over-simplifying someone's problem.
"Someone might be panicking about missing a deadline and unsure how to tell their boss, or feeling professionally threatened by a colleague. While these may seem minor to some, they could be significant for that person.
"Recognising that all workplace aspects can be stressful ensures clients feel supported and understood without judgement."
Cognitive hardiness is also an important skill for psychologists to develop in themselves, she adds.
"By practicing it yourself, you can become better at teaching clients to do the same. Cognitive hardiness provides a framework for both therapists and clients to not just survive adversity, but to grow through it."
Dr Sherrica Senewiratne will be holding a workshop on cognitive hardiness at APS member symposium Festival of Psychology, in which she will explain how people can apply the components of commitment, control and challenge in their own work to help build resilience. The event takes place 16-18 May 2025 on the Gold Coast, Queensland. For more information or to secure your ticket, click here.