Previous research has addressed the question of how to increase the resilience of managers. Yet, it has largely neglected the fact that too much resilience can be associated with additional liabilities that affect an organization's ability to cope successfully with adversity, i.e., organizational resilience. We seek to examine conceptually this potentially dark side of managers’ resilience. In doing so, we focus on three main liabilities associated with being too resilient on an individual: 1) the inhibition of sensemaking, 2) an escalation of commitment to a falling course of action, and 3) the deliberate withdrawal from an organization’s attempts to cope with an adverse situation.