Mindfulness Forward and Back

Langer, Ellen J.

doi:10.1002/9781118294895.ch1

Cited by 68 publications

(96 citation statements)

References 36 publications

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“…Langer's work (e.g. Langer, 1989) and it could be seen as a type of an information-processing approach (Weick and Sutcliffe, 2006). In this framework mindfulness is expressed through active differentiation and refinement of existing categories and distinctions, creation of new discontinuous TALENT MANAGEMENT IN THE CONTEXT Daniel Gajda categories out of streams of events, and more nuanced appreciation of context and alternative ways to deal with it (Langer, 1989).…”

Section: Organizational Mindfulness and Mindful Organizing: Roots Dementioning

confidence: 99%

Talent management in the context of mindful organizing and organizational mindfulness

Gajda

2018

JPM

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Purpose: The purpose of this paper is to show the unexplored relationship between mindful organizing, organizational mindfulness and talent management with regard to its outcomes. Methodology: The paper presents an integrative review of the literature available in relation to talent management and organizational mindfulness and provides the development of a theoretical framework based on integration and synthesis of this literature. Findings: The literature review revealed that organizational mindfulness and mindful organizing belong to the factors which may enhance individual level outcomes of talent management, such us: organizational commitment, motivation to work, extra-role behaviour and this, in turn, results in better organization's performance. Practical implications: In order to enhance the individual level outcomes of talent management, the mindfulness needs to operate across all organizational levels. It should be create by top administrators and translate across organizations' levels by middle managers for the front-line employees. Research limitations:This study is based on theoretical analysis and its assumptions should be tested empirically. Originality/value of the paper: Although the authors indicate many factors that may shape talent management process and its outcomes, the potential infl uence of mindful organizing and organizational mindfulness on talent management outcomes has not been analysed so far, meanwhile these phenomena's have a lot in common with managing talented employees. Therefore, it is expected that mindful organizing (directly) and organizational mindfulness (indirectly) may enhance individual level outcomes of talent management.

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Section: Organizational Mindfulness and Mindful Organizing: Roots Dementioning

confidence: 99%

Talent management in the context of mindful organizing and organizational mindfulness

Gajda

2018

JPM

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“…Drawing from the work of Ellen Langer (1989), we have come to identify many of these exercise-relevant contexts as fostering "mindless" exercise. Individuals who mindlessly exercise approach it with particular beliefs about why and how they should exercise that are based heavily on outcomes.…”

Section: Unhealthy Exercise Is Mindless Exercisementioning

confidence: 99%

“…And finally, exercise should provide us with genuine enjoyment and pleasure, not provide pain and be dreaded. Approaching exercise with a mindful orientation should lead to feelings of control, greater freedom of action, and less burnout (Langer, 1989).…”

Section: What Is Healthy Exercise?mentioning

confidence: 99%

“…However, participation in exercise, and in particular sports participation, has been associated with personal enjoyment, personal growth, and improved social integration (Wankel & Berger, 1991). By challenging and changing our rigid categories, or "preconceived cognitive commitments" (Langer, 1989), about what constitutes real exercise, endless possibilities for physical activity become available to us. Ultimately, greater enjoyment can lead to greater adherence (Wankel, 1993) and reduced dependence on numbers to tell us when to stop.…”

Section: Rachel Calogero and Kelly Pedrotty Funmentioning

confidence: 99%

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Daily Practices for Mindful Exercise

Calogero

Pedrotty

Low-Cost Approaches to Promote Physical and Mental Health

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“…For good governance to become selfsustaining we require 'mindful' (Langer, 1989) policymakers with the ability to and who are in the habit of reflecting on how their 'appreciative systems' (Vickers, 1965) mediate professional practice.…”

Section: Section 3: Creating Reflective and Mindful Policymakers In Tmentioning

confidence: 99%

Overcoming Illusions of Control: How to Nudge and Teach Regulatory Humility

Dunlop¹,

Radaelli²

Nudge and the Law : A European Perspective

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Mindfulness Forward and Back

Cited by 68 publications

References 36 publications

Talent management in the context of mindful organizing and organizational mindfulness

Talent management in the context of mindful organizing and organizational mindfulness

Daily Practices for Mindful Exercise

Overcoming Illusions of Control: How to Nudge and Teach Regulatory Humility

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