The Power of Awareness: Unlocking the Potential of Mindfulness in Organizations

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dc.contributor Hanken School of Economics, Department of Management and Organisation, Management and Organisation en
dc.contributor Svenska handelshögskolan, Institutionen för företagsledning och organisation, Företagsledning och organisation sv
dc.contributor.author Ahlvik, Catarina
dc.date.accessioned 2019-08-12T13:38:45Z
dc.date.available 2019-08-12T13:38:45Z
dc.date.issued 2019-08-12
dc.identifier.isbn 978-952-232-389-7 (printed)
dc.identifier.isbn 978-952-232-390-3 (PDF)
dc.identifier.issn 0424-7256 (printed)
dc.identifier.issn 2242-699X (PDF)
dc.identifier.uri https://helda.helsinki.fi/dhanken/handle/10227/255942
dc.description.abstract Today, the word mindfulness is so widely used that the profundity of this practice is sometimes overlooked. Furthermore, some articles, mostly in practitioner-oriented journals, have raised the concern of mindfulness practice having a pacifying effect on employees. This concern often stems from the notion of mindfulness having a non-judgmental component and the fear that this component may create complacency in the workplace. This is, however, a misreading of the practice, as non-judgement in this context refers to how to skillfully relate to one’s own experience. A non-judgmental attitude or attitudes such as acceptance and self-compassion are qualities that can facilitate contact with uncomfortable experiences and may thus diminish impulsive or defensive reactions. Thus, a non-judgmental attitude does not refer to complying with potentially disharmonious external conditions; rather, it enables turning towards and experiencing the present circumstances exactly as they are. In this thesis, I tackle this question in detail both theoretically and empirically, and show that mindfulness develops personal resources and may indeed be a powerful trigger for agency. Agency here refers to purposeful engagement with the social context, aiming to alter or maintain that context. Specifically, I argue that mindfulness may trigger what I refer to as institutional awareness, that is the ability to be aware of the emotional and cognitive impact of the institution in which you are embedded. Furthermore, I empirically show that mindfulness supports change-oriented behavior in organizations and that it does so through facilitating autonomous choice. Choices and actions are seen as autonomous when they are congruent with a person’s authentic interests and values. In line with previous research in clinical settings, I also show that mindfulness reduces, stress, burnout and increases the ability to detach from work after working hours. These findings are the result of a large-scale randomized field intervention, where 130 managers from four organizations in Finland participated in an 8-week Mindfulness Based Stress Reduction (MBSR) course. sv
dc.language.iso en sv
dc.publisher Hanken School of Economics sv
dc.relation.ispartofseries Ekonomi och samhälle / Economics and society - 330 en
dc.subject mindfulness sv
dc.subject institutional awareness sv
dc.subject agency sv
dc.subject change-oriented behavior sv
dc.subject personal resource sv
dc.subject institutional theory sv
dc.subject self-determination theory sv
dc.subject job-resources demand theory sv
dc.subject.other Management and Organisation sv
dc.title The Power of Awareness: Unlocking the Potential of Mindfulness in Organizations sv
dc.identifier.urn URN:NBN:fi:hanken-201908121220
dc.date.accepted 2019-08-22

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