What Does Meditation Contribute to Workplace? An Integrative Review

Cheng, Fung Kei

doi:10.1002/jpoc.21195

Cited by 6 publications

(3 citation statements)

References 93 publications

(76 reference statements)

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Section: Four Routes To Heightened Situational Creativitymentioning

confidence: 99%

“…Encouraging a mindful disconnection from work-related activities through meditation can foster increased cognitive adaptability and resilience among employees (Cheng, 2016;Moore and Malinowski, 2009;Valosek et al, 2021). Managers can accomplish this by advocating for integrated meditation periods within the work schedule or providing resources that enable employees to engage in mindfulness practices at their discretion.…”

Section: Allotting Time For Disconnectionmentioning

confidence: 99%

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A Juggler's manifesto: elevating creativity to stay productive amid uncertainty

Enstroem

Schmaltz

2023

JMD

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PurposeThe Industry 4.0 environment is characterized by fast data, vertically and horizontally interconnected systems, and human–machine interfaces. In the middle stands the manager, whose sustained performance is critical to the organization's success. Business disturbances—such as supply chain disruptions during the pandemic—can quickly test the manager's resiliency. While creativity and flexibility are critical for success in these situations, these skills are often not promoted directly. This paper will discuss strategies for enhancing managers' creativity and resiliency and give suggestions for improving professional development training and post-secondary business education.Design/methodology/approachA synthesis of the literature in business and psychology provides a foundation for creating a conceptual model incorporating strategies to promote managerial creativity and resiliency. While the model focuses on managerial performance under adverse conditions, the tenets of the model also apply during times of relative stability.FindingsFindings based on a synthesis of the literature on creativity in business and psychology provide the foundation for a conceptual model to identify potential elements in training and curriculum design to further managers' creativity and resiliency. This model recommends clear, actionable training and program-level curriculum design suggestions for improved managerial performance.Originality/valueThis paper identifies a conceptual model to enhance managerial creativity leading to increased resiliency through professional development programs and suggestions for educators in post-secondary business education. This model provides tools for managers to deal with adverse and rapidly changing conditions flexibly, promoting employee productivity and satisfaction.

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Section: Four Routes To Heightened Situational Creativitymentioning

confidence: 99%

Section: Allotting Time For Disconnectionmentioning

confidence: 99%

A Juggler's manifesto: elevating creativity to stay productive amid uncertainty

Enstroem

Schmaltz

2023

JMD

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“…(Rilling & Sanfey, 2011). The process of decision-making is often characterized launched in February of 2014 by "Revolutionary Mindfulness," which made mindfulness training popular among CEOs and executives (Cheng, 2016) as well as practitioners in a variety of industries such as lawyers (Blatt, 2002), nursing staff (Pipe et al, 2009) and many more. Mindfulness is widely circulated across industry sectors and is even popular at different ages, including children and students (Waters et al, 2015), the elderly (Fiocco & Mallya, 2015).…”

Section: Introductionmentioning

confidence: 99%

A Review of Mindfulness Improves Decision Making and Future Prospects

Liu¹,

Liu²,

Ni³

2018

PSYCH

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With the popularity of mindfulness training among different groups of people, more and more attention has been paid to the positive role of mindfulness. In particular, the improvement of mindfulness on decision-making has been respected by the elite management and practitioners in different industries. There are also different forms of experimental paradigms for different types of decision-making behaviors in research methods. Both behavioral evidence and imaging evidence show that mindfulness training can improve decision-making, both under the social and non-social conditions. Mindfulness training was predominantly driven by an "emotional" system, manifested by an active medial prefrontal cortex, whereas the latter was not dominated by a "rational" system of decision-making processes; on the contrary, posterior insular and thalamic regions with emotional function were more active. Therefore, the emotional system throughout the mindset training affects the whole process of decision-making. In addition, mindfulness affects other possible factors such as attention, compassion, and cognitive control in the decision-making process. At last, based on the existing research deficiencies, this paper analyzed future prospects from the aspects of research methods, research contents and theoretical construction, in order to provide references for future research in this field.

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