Rights statement: This is the author’s version of a work that was accepted for publication in Current Opinion in Psychology. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Current Opinion in Psychology, 28, 2019 DOI: 10.1016/j.copsyc.2018.10.007
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Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Running too far ahead?
T2 - Towards a broader understanding of mindfulness in organizations
AU - Rupprecht, Silke
AU - Koole, Wibo
AU - Chaskalon, Michael
AU - Tamdjidi, Chris
AU - West, Michael Alun
N1 - This is the author’s version of a work that was accepted for publication in Current Opinion in Psychology. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Current Opinion in Psychology, 28, 2019 DOI: 10.1016/j.copsyc.2018.10.007
PY - 2019/8
Y1 - 2019/8
N2 - Current workplace mindfulness research and interventions assume that teaching mindfulness will have beneficial effects for people and organizations. While research shows that mindfulness trainings may increase resilience of working adults, assuming that mindfulness will have independent effects on outcomes at different levels of an organization is not well grounded. We assert that mindfulness training would, however, be beneficial for organizations when tailored to that context and shaped by an understanding of organizational theory and practice. We also envisage mindfulness as a beneficial property of teams, organizations and the individuals who constitute them. To close the evidence gap we propose building multi-level models of mindfulness in organizations, broadening training programs, and developing a novel competency framework for teachers in this context.
AB - Current workplace mindfulness research and interventions assume that teaching mindfulness will have beneficial effects for people and organizations. While research shows that mindfulness trainings may increase resilience of working adults, assuming that mindfulness will have independent effects on outcomes at different levels of an organization is not well grounded. We assert that mindfulness training would, however, be beneficial for organizations when tailored to that context and shaped by an understanding of organizational theory and practice. We also envisage mindfulness as a beneficial property of teams, organizations and the individuals who constitute them. To close the evidence gap we propose building multi-level models of mindfulness in organizations, broadening training programs, and developing a novel competency framework for teachers in this context.
U2 - 10.1016/j.copsyc.2018.10.007
DO - 10.1016/j.copsyc.2018.10.007
M3 - Journal article
VL - 28
SP - 32
EP - 36
JO - Current Opinion in Psychology
JF - Current Opinion in Psychology
ER -