Mindfulness in organizations (part 1): a critical literature review

Purpose The purpose of this paper is to explore the growing science and application of mindfulness as an intervention within organizations. Design/methodology/approach This is the first in a pair of papers exploring the science and application of mindfulness in organizations. The first section of the paper provides a brief review of the research into mindfulness and its perceived benefits from a health perspective. In the second section, the author considers the neurobiological mechanisms behind mindfulness meditation, before finally considering the organizational research and the limitations of mindfulness at work research. Findings The paper notes that while there has been considerable research into health outcomes, organizational mindfulness research is still developing a comprehensive case for the wide-scale application of mindfulness. Research limitations/implications The paper calls for greater research into organizational mindfulness interventions through collaborations between organizations and consultants. Practical implications The paper calls for organizations to adopt an evidence-led approach to using mindfulness and evaluate its impact on employees and organizational performance. Originality/value The paper provides a starting point for trainers and organizational development professionals to take stock and consider how mindfulness can be employed as a tool for the benefit of organizations

Mindfulness in organizations (part 2): a practitioners’ guide to applying mindfulness based approaches in leadership development, workplace wellbeing and coaching

Purpose: This paper explores the application of mindfulness in organizational development to provide a useful guide for practitioners in their work as managers, consultants and coaches. Approach: The paper offers practical applications of mindfulness in organizations, specifically its use in leadership development, organizational wellbeing and coaching. Findings: The paper notes a variety of ways in which mindfulness can be applied. While it recognizes that the research into the application of mindfulness at work is under developed, it suggests that through applied organizational research can enhance our understanding. Practical implications: The paper provides insights drawn from practice that can be applied by HR practitioners or consultants addressing modern organizational challenges from workplace stress to developing leaders with greater situational awareness and empathy. Originality: The paper is distinctive in providing a strong practitioners focus and from shifting the focus from the individual towards considering organizational benefits that may be obtained from workplace mindfulness programmes

Mindfulness in coaching: being the observer

This short article focuses on a specific technique: Being the observer. The paper is part of a wider series of techniques papers on mindfulness coaching published in The Coaching Psychologist. The paper offers a short description of the process and when this technique may be most helpful within a coaching conversation. It builds on the papers in the previous editions of TCP, which have briefly reviewed the science and potential for mindfulness approaches in coaching and other techniques. As a technique paper, I have deliberately kept the discussion short, but for those interested in the wider evidence behind the application of mindfulness, a more detailed review is included in earlier papers, as well as other techniques which can be used alongside attitude choice (Passmore, 20171a, 2017b and 2017c, 2018). For a comprehensive review, readers may wish to review Michael Cavanagh, and Gordon Spence’s critical review of the mindfulness literature (Cavanagh & Spence, 2013)

Mindfulness in coaching: a model for coaching practice

This is the first in a series of papers to look at mindfulness coaching as an approach suitable for use with coaching clients. This paper presents a brief overview of mindfulness for readers who are less familiar with the approach and highlights other sources for a fuller account of mindfulness coaching. The paper sets the scene for a subsequent series of papers in this and future issues of The Coaching Psychologist Techniques Section. Each of these subsequent techniques papers presents a short description of a technique grounded in mindfulness that can be used with clients

Mindfulness in coaching: choosing our attitude

This short article focuses on a specific technique: Attitude Choice. The paper is part of a wider series of techniques papers on mindfulness coaching published in The Coaching Psychologist. The paper offers a short description of the process and when this technique may be most helpful within a coaching conversation. It builds on the papers in the previous editions of TCP, which have briefly reviewed the science and potential for mindfulness approaches in coaching and other techniques. As a technique paper, I have deliberately kept the discussion short, but for those interested in the wider evidence behind the application of mindfulness, a more detailed review is included in earlier papers, as well as other techniques which can be used alongside attitude choice (Passmore, 20171a, 2017b and 2017c). For a comprehensive review, readers may wish to review Michael Cavanagh, and Gordon Spence’s critical review of the mindfulness literature (Cavanagh & Spence, 2013)

Positive psychology techniques: active constructive responding

This short article focuses on the skill of active constructive responding, a technique used when working within a positive psychology coaching framework. The paper offers a table that describes the behaviours, cognitions and emotions at six levels of listening. It offers a way to combine active listening with positive feedback responses to help demonstrate empathy and foster positive self-regard

Positive psychology techniques: gratitude

This article builds on a descriptive paper on positive psychology coaching and several previous techniques papers. This paper explores the application of gratitude, and its associated benefits, as a part of positive psychology coaching practice

Positive psychology techniques: positive case conceptualisation

This short techniques article is part of a series of papers and builds on the initial outline paper which explored the potential of positive psychology approaches within coaching (Passmore, J. & Oades, 2014). This paper focuses on the skill of positive case conceptualisation, which allows coach and coachee to work collaboratively on building a shared understanding of the positive issues under discussion

Positive psychology techniques: three good things

This short article is the last in a series of six papers exploring positive psychology coaching techniques. The previous papers have explored the concept of positive coaching psychology and how it may be applied. The focus of this paper is a technique that encourages the mind to pay more attention to good things and develop a mind more observant of the positive in life

Positive psychology coaching: a model for coaching practice

This is the first in a series of papers to look at positive psychology coaching (PPC) as an approach suitable for use with coaching clients. This paper presents a brief overview of PPC for readers who are less familiar with the approach and highlights other sources for a fuller account of PPC. The paper sets the scene for a subsequent series of papers in this and future issues within the Coaching Psychology Techniques Section. Each of these subsequent techniques papers presents a short description of a technique grounded in PPC and which are suitable for use with coachees