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The Quiet Ego: Assuaging Organizational Concerns About Mindfulness

Published online by Cambridge University Press:  17 December 2015

Ann Hergatt Huffman ,
Louis H. Irving  and
Heidi A. Wayment
Ann Hergatt Huffman*
Affiliation:
Department of Psychological Sciences and W. A. Franke College of Business, Northern Arizona University
Louis H. Irving
Affiliation:
Department of Psychological Sciences, Northern Arizona University
Heidi A. Wayment
Affiliation:
Department of Psychological Sciences, Northern Arizona University
*
Correspondence concerning this article should be addressed to Ann Hergatt Huffman, Department of Psychological Sciences, Northern Arizona University, South San Francisco Street, Flagstaff, AZ 86011. E-mail: ann.huffman@nau.edu
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Extract

Hyland, Lee, and Mills (2015) provide ample evidence regarding the value of mindfulness to individuals and the industrial–organizational community as a whole. However, as they noted, mindfulness programs and practices have not yet found widespread implementation among businesses and other organizations. Hyland et al. suggest two primary reasons for this. First, the move toward a nonjudgmental, presently aware, and accepting mind is a tall order for most individuals in our Western society who are heavily conditioned to be relatively self-interested, judgmental, and future oriented. Second, typical mindfulness programs (e.g., mindfulness based stress reduction; MBSR) may be too costly and time consuming for organizations.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 8 , Issue 4 , December 2015 , pp. 661 - 667
Copyright
Copyright © Society for Industrial and Organizational Psychology 2015 

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