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Be Mindful of Motives for Mindfulness Training

  • Cody Connolly (a1), Alice F. Stuhlmacher (a1) and Douglas F. Cellar (a1)

Extract

The focal article (Hyland, Lee, & Mills, 2015) has reviewed the literature and has generally concluded that research on mindfulness training has been supportive and suggestive of the potential of these interventions to benefit organizations and people in the workplace. We generally agree with this conclusion but have some suggestions regarding future research and the implementation of mindfulness interventions. Our first suggestion is that organizations exercise caution about simply jumping on the mindfulness bandwagon without thinking through the decision to implement mindfulness interventions. The wide variety of mindfulness techniques can be very different in terms of the techniques used, the potential to be perceived as intrusive, and the outcomes associated with the different mindfulness interventions. We suggest that, when mindfulness interventions are implemented in organizations, the fit of the intervention with the specific goals of the organization be considered as well as alternative interventions. In addition, we suggest that the benefits to employees and employers be clearly articulated, as there may be possible conflicts between these constituencies.

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Corresponding author

Correspondence concerning this article should be addressed to Alice F. Stuhlmacher, Department of Psychology, DePaul University, 2219 North Kenmore Avenue, Chicago, IL 60614. E-mail: astuhlma@depaul.edu

References

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Hyland, P. K., Lee, R. A., & Mills, M. J. (2015) Mindfulness at work: A new approach to improving individual and organizational performance. Industrial and Organizational Psychology: Perspectives on Science and Practice, 8 (4), 576602.
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Vogus, T. J., & Sutcliffe, K. M. (2012). Organizational mindfulness and mindful organizing: A reconciliation and path forward. Academy of Management Learning & Education, 11, 722735.

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