what makes mindfulness training provided by an employer sustainable for an individual?

What makes mindfulness training provided by an employer sustainable for an individual? Msc Student Sandra Krisberga, supervised by Dr Jutta Tobias The research is ongoing. Expected results by Jan, 2015. Sandra Krisberga, Msc, and Jutta Tobias, PhD, Lecturer in Performance Management. For more information, [email protected] or [email protected] www.cranfield.ac.uk/som The Background to this Study • A wealth of evidence suggests a link between mindfulness and performance improvements at the workplace. • Professional mindfulness trainings are being offered to organizations with the goal of having employees practice mindfulness. • There is an assumption that once trained for mindfulness, people keep on practicing mindfulness. But is it really so? • Scientifically validated evidence examining the experience and outcomes of mindfulness practice trainings over time is scarce. What makes an employer-provided mindfulness training sustainable by an individual? In other words, what are the real employee’s experiences of mindfulness training provided at the working place? What happens after the completion of the mindfulness training? What helps or prevents to sustain the mindfulness practice in the working environment? • Qualitative explorative case study of the experiences of employees who have received and completed mindfulness training 3-24 month before the study. • Respondents with diverse post-course experiences (both currently practicing or not practicing the mindfulness routines after the training) are recruited. 20 interviews planned, depending on the availability of respondents. • Mindfulness training and the pool of respondents are kindly provided by Mindfulness at Work Ltd, a UK-based company that offers mindfulness-based training and coaching to organizations throughout the world. Mindfulness training Expected benefits ? Mindfulness; A Definition • Mindfulness as an individual state of being aware and attentive in a non-judgmental manner to the immediate internal and external experience (Weick et al, 2006). • The importance of training and regular practice: • Mindfulness training designed to inform rather than to train may not produce measurable results (Heydenfeldt et al, 2011). • Time spent in practicing mindfulness influences ultimate performance (Stanley et al, 2011). The Bottleneck Variable • MOA framework: there are three variables to be activated for behavioral change to happen: • motivation • ability • opportunity (Blumberg et al, 1982) • It is the “bottleneck variable” among those above 3 variables, in other words, the constraining factor, that eventually defines the action (Siemsen et al.2008). • What is the Bottleneck in sustaining mindfulness training?

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Poster for the Mindfulness At Work 2014 Conference

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What makes mindfulness training provided by an employer sustainable for an individual?

Msc Student Sandra Krisberga, supervised by Dr Jutta Tobias

The research is ongoing. Expected results by Jan, 2015.

Sandra Krisberga, Msc, and Jutta Tobias, PhD, Lecturer in Performance Management. For more information, [email protected] or [email protected]

www.cranfield.ac.uk/som

The Background to this Study

• A wealth of evidence suggests a link between mindfulness and performance improvements at the workplace.

• Professional mindfulness trainings are being offered to organizations with the goal of having employees practice mindfulness.

• There is an assumption that once trained for mindfulness, people keep on practicing mindfulness. But is it really so?

• Scientifically validated evidence examining the experience and outcomes of mindfulness practice trainings over time is scarce.

What makes an employer-provided mindfulness training sustainable by an individual? In other words, what are the real employee’s experiences of mindfulness training provided at the working place? What happens after the completion of the mindfulness training? What helps or prevents to sustain the mindfulness practice in the working environment?

• Qualitative explorative case study of the experiences of employees who have received and completed mindfulness training 3-24 month before the study.

• Respondents with diverse post-course experiences (both currently practicing or not practicing the mindfulness routines after the

training) are recruited. 20 interviews planned, depending on the availability of respondents.

• Mindfulness training and the pool of respondents are kindly provided by Mindfulness at Work Ltd, a UK-based company that offers mindfulness-based training and coaching to organizations throughout the world.

Mindfulness training

Expected benefits

Mindfulness; A Definition

• Mindfulness as an individual state of being aware and attentive in a non-judgmental manner to the immediate internal and external experience (Weick et al, 2006).

• The importance of training and regular practice:

• Mindfulness training designed to inform rather than to train may not produce measurable results (Heydenfeldt et al, 2011).

• Time spent in practicing mindfulness influences ultimate performance (Stanley et al, 2011).

The Bottleneck Variable

• MOA framework: there are three variables to be activated for behavioral change to happen:

• motivation

• ability

• opportunity (Blumberg et al, 1982)

• It is the “bottleneck variable” among those above 3 variables, in other words, the constraining factor, that eventually defines the action (Siemsen et al.2008).

• What is the Bottleneck in sustaining mindfulness training?

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