Adversity quotient and L E A D framework.
Is adversity quotient real?
The concept of Adversity Quotient (AQ) is a relatively recent addition to the field of psychology and personal development. It was introduced by Paul G. Stoltz in his 1997 book “Adversity Quotient: Turning Obstacles into Opportunities.” While AQ is not as widely recognized or studied as intelligence quotient (IQ) and emotional quotient (EQ), it does offer a unique perspective on an individual’s ability to navigate and thrive in challenging situations.
The idea is simple. Some people succeed more as they can adapt to unforeseen circumstances and changes in the environment better than others do.
An adversity quotient (AQ) is a score that measures the ability of a person to deal with adversities in his or her life. Hence, it is commonly known as the science of resilience.
Your Adversity quotient (AQ) can be measured with the way you react on unexpected adversity events and it is based on 4 core dimensions — Control, Origin and Ownership of the event (who is at fault here and who is accountable, Reach — your ability to react and Endurance — how much and for how long you are capable to keep up with unpleasant events.
Unfortunately, it is just another interpretation of other factors that are used in psychology — an internal locus of control, self-regulation, stress resistance and ability not to fall into victimhood and fatalism by the hardiness of environmental factors.
Stoltz contends that individuals with high AQ tend to exhibit characteristics such as competitiveness, creativity, motivation, risk-taking, persistence in the face of setbacks, improved learning abilities, adaptability to change, and enhanced resilience.
One valuable aspect of Stoltz’s work is the LEAD framework, which provides a structured approach to dealing with unforeseen circumstances. By listening, exploring, analyzing, and taking action, individuals can proactively address challenges, minimize losses, and adapt to change more effectively.
Let’s make a very simple example. A company you work at is doing an acquisition and you are faced with the current fact that some of the colleagues must leave.
L — listen to your reaction to the situation that has occurred. You are faced with the fact.
E — explore the situation. Where that change come from, what portion was my fault, what I could have done better, what aspects of the results I own, which I shouldn’t own. Could you influence it? No. But you are responsible for your annual performances, and the results you deliver.
A — analyse the evidence. Is it any evidence that I have no control of the situation? How will it impact my life? How long it will last. Ok, the acquisition is a fact. And you might miss a job. It takes some time to get a new one, so probably the income will be reduced for some time.
D — do something (how I can get more information, how could I gain more control of the situation, how I could diminish the negative impact of that situation, how long this impact will last. You are capable to renew your CV, get in touch with ex-colleagues, visit networking events or take extra courses)
What you do here is taking more self-control over the change that might occur. Instead of waiting for unknown and hoping for the best, you are taking inner locus of control and take control over the things you can control.
While the concept of AQ may not have gained as much prominence as IQ and EQ, it offers a valuable perspective on personal development and resilience. It provides individuals with tools to take greater control over their responses to adversity and navigate turbulent times more effectively, both in their personal and professional lives.
