Mindfulness at Work: A New Approach to Improving Individual and Organizational Performance

Hyland, Patrick K.; Lee, R. Andrew; Mills, Maura J.

doi:10.1017/iop.2015.41

Cited by 248 publications

(238 citation statements)

References 88 publications

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With the current surge in popularity of mindfulness trainings in organizations, it is our responsibility as (mindfulness) researchers to ensure that mindfulness interventions are used for the right goals and implemented so that they benefit the participating individuals.

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confidence: 99%

Making Sure That Mindfulness Is Promoted in Organizations in the Right Way and for the Right Goals

Hülsheger

2015

Ind. Organ. Psychol.

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I am happy to see the topic of mindfulness at work find its way into this journal as a focal article (Hyland, Lee, & Mills, 2015), and I read it with great interest. Although I agree with most of the points made, I want to elaborate on some critical issues that were not or were only briefly touched on and that I deem worthy of further exploration and discussion.With the current surge in popularity of mindfulness trainings in organizations, it is our responsibility as (mindfulness) researchers to ensure that mindfulness interventions are used for the right goals and implemented so that they benefit the participating individuals. Given the current publicity about mindfulness in the media and comparatively little empirical evidence on mindfulness in industrial and organizational (I-O) psychology, there is a risk that mindfulness interventions will be sold as a panacea to fix wellbeing, motivation, and performance-related problems in organizations without changing potentially underlying structural problems. In order to be able to manage organizational expectations about mindfulness interventions and to safeguard the proper use and promotion of mindfulness in organizations, it is important to address a number of critical issues. These issues refer to commonly held (mis)conceptions and research foci that limit not only our

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confidence: 99%

Making Sure That Mindfulness Is Promoted in Organizations in the Right Way and for the Right Goals

Hülsheger

2015

Ind. Organ. Psychol.

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“…Baruch College and The Graduate Center, The City University of New York As pointed out by Hyland, Lee, and Mills (2015), the most prominent effect of mindfulness is a significant decrease in experienced stress levels, and one of the most popular mindfulness interventions is mindfulness-based stress reduction. When it comes to psychological stress, desirable outcomes are both expected and documented for employees who adopt a mindful approach to work.…”

Section: How Does Employee Mindfulness Reduce Psychological Distress?mentioning

confidence: 99%

How Does Employee Mindfulness Reduce Psychological Distress?

Eatough

2015

Ind. Organ. Psychol.

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As pointed out by Hyland, Lee, and Mills (2015), the most prominent effect of mindfulness is a significant decrease in experienced stress levels, and one of the most popular mindfulness interventions is mindfulness-based stress reduction. When it comes to psychological stress, desirable outcomes are both expected and documented for employees who adopt a mindful approach to work. But how are these beneficial effects happening, exactly?Hyland, Lee, and Mills did not elaborate on the theoretical frameworks that may be useful to academic researchers in organizational psychology aiming to better understand this phenomenon, nor did they discuss how examining mindfulness through the lens of occupational stress theory could lend new insights and inform new interventions. Indeed, from a strictly academic viewpoint, we have limited empirical evidence demonstrating how and why mindfulness "works," especially pertaining to the occupational stress process as we understand it in organizational psychology. Thus, the purpose of my commentary is to supplement the focal article with an additional discussion of mindfulness in the context of several existing occupational stress theories.In general, occupational stress research relies on a stressor-strain model whereby stressors (environmental stimuli) lead to strains (maladaptive responses to stressors). There are several points of entry in this process whereby mindfulness may exert influence. First, mindfulness may alter initial perception and appraisal of stressors to begin with. Second, after the stress process has begun, mindfulness may offer reserves of personal resources and promote adaptive coping. Finally, if strain responses do ultimately arise, it may aid in one's self-regulation of them.What follows is a concise discussion of each of the points of entry noted above and the corresponding theoretical frameworks that may be used to support empirical investigations. Notably, I focus on the western interpretation of the construct of mindfulness. Furthermore, although neurobiological

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“…In a review of mindfulness interventions,3 it was found that the majority of researchers (~60%) used pre–post self-report mindfulness measures, such as Mindful Attention Awareness Scale (MAAS) 4. In constructing the MAAS, Brown and Ryan assert that the MAAS scale measures ‘a disposition … focused on the presence or absence of attention to and awareness of what is occurring in the present’ (Brown, p. 824) 4…”

Section: Introductionmentioning

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Mindfulness fostering of interprofessional simulation training for collaborative practice

Kerry

Ander

2018

BMJ STEL

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Introduction The setting demands imposed by performing in new, interdisciplinary cultures is common for modern healthcare workers. Both health science students and evidence-based workers are required to operate in professional cultures that differ from their own. As health organisations have placed increasing value on mindfulness for improving performance outcomes, so too have educational administrators embraced common, mindful competencies for improving training for improved patient outcomes. The training of future clinicians for diversified care. teams and patient populations has become known as interprofessional education (IPE). Although the goals for IPE suggest that individual differences in trait mindfulness may serve an important determinant for training effectiveness, it has gone unstudied in extant simulation training research. MethodsTo fill this gap, in this paper, we examine trait mindfulness’ predictive power for training outcomes across two IPE cohort samples using two, prospective observational designs. Results Study 1’s Findings supported trait mindfulness’ prediction of perceived teamwork behaviours in training simulations between medical and nursing students (n=136). In study 2’s expanded sample to five health professions (n=232), findings extended trait mindfulness’ prediction of team efficacy and skill transfer, assessed 1 month after training. Conclusion A final, follow-up assessment 16 months later extended mindfulness’ predictive validity to knowledge retention and teamwork attitudes. We discuss the theoretical and practical implication of our findings for advancing mindfulness research and IPE effectiveness assessment.

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Mindfulness at Work: A New Approach to Improving Individual and Organizational Performance

Cited by 248 publications

References 88 publications

Making Sure That Mindfulness Is Promoted in Organizations in the Right Way and for the Right Goals

Making Sure That Mindfulness Is Promoted in Organizations in the Right Way and for the Right Goals

How Does Employee Mindfulness Reduce Psychological Distress?

Mindfulness fostering of interprofessional simulation training for collaborative practice

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