One of the critical issues with resilience is that it perpetuates the idea of people in workplaces needing to be more than they are and denying that human beings are actually also frequently vulnerable and fragile. In accepting vulnerability we can accept that we might be wrong, show humility and be open to new points of view. Resilience is a concept that also excludes people who are suffering poor mental health and denies that mental health might be impacted by the type of work people do (for example social workers dealing with difficult cases of child sexual abuse). To tell them they need to be more resilient denies the responsibility employers have for supporting their staff through effective resource, supervision, training etc.

There will be many cases where people work hard to become resilient and they are not getting any more prosperous (similar to people believing in the law of attraction, but getting no reward and then having to believe that they are just trying hard enough to attract these things into their lives.

Resilience as a concept in management and organisational psychology requires a critical perspective to counteract the blind acceptance of what often ends up being little more than pseudoscientific waffle and being flogged for 1000s of dollars to organisations as the latest management psychology fad