This paper explores the impacts of the Mindfulness-Based Behavioural Insights and Decision-Making (MBBI) programme. Combining mindfulness with behavioural insights instruction, the authors have developed the MBBI programme through a series of iterative trials over the last ten years. In addition to fusing mindfulness and behavioural insights, this programme also draws on the theories of autopoiesis, anticipatory systems, the predictive brain and constructed emotions, which all challenge the common assumption that behavioural and emotional responses are automatic (triggered by given stimuli and not open to change through self-reflection). The paper explores the use of the MBBI in the Welsh Civil Service. Employing evidence from in-depth interviews with participants and a SenseMaker analysis, it rethinks the role of mindfulness at work, repurposes the application of behavioural insights training toward a more ethical and systemic direction, and develops a reflective approach to capability building amongst public servants
