Does closeness built in a circle carry into people’s existing relationships?
Mindfulness-based interventions in context: A case study of managers’ experiences and the role of the organizational environment
Adjacent
A longitudinal case study of a workplace mindfulness programme. Managers developed perspective-taking, empathy and authentic functioning, and features of the company helped them carry these into everyday work.
Four features of the company supported the programme: authentic support from top management, its fit with a larger change in the organisation, a stable environment, and a holding environment that helped managers bring what they had learned into everyday work. How far the abilities developed also depended on whether a participant could embrace both the practical and the spiritual side of the programme.
For transfer beyond the room, it is a reminder to look at the setting people return to, not only at the people.
What it doesn’t show
One company, studied qualitatively and without a comparison group. The practice is mindfulness training, not a relational practice.
Summary based on the abstract.
Directions that build on it
- Transfer beyond the room
Links
Cite
Lychnell, L. (2020). Mindfulness-based interventions in context: A case study of managers’ experiences and the role of the organizational environment. The Routledge Companion to Mindfulness at Work (Routledge). https://doi.org/10.4324/9780429244667-24