Collective rumination: When “problem talk” impairs organizational resilience

When adversity strikes, organization members often turn to others in order vent their negative emotions and receive social support. While interaction is commonly seen as a major resource for organizational resilience, dysfunctional interactions effects on coping with overcoming are less well understood. This conceptual article develops theory collective rumination—defined repetitive prolonged discussions of adverse events that center the uncontrollable aspects situation—and its detrimental resilience. We elaborate rumination emerges through vicious circle shared situational assessment mutual contagion highly emotions. Based our theorizing, we propose negatively related three core dimensions resilience: perceptions control, commitment joint action, acceptance challenge. With article, answer earlier calls theorize about forms not valuable but destructive resilience elucidate previously neglected dynamics recovering from adversity.