Mindfulness at work (Glomb, Duffy et al, 2012) - Human Resources

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126THERESA M. GLOMB ET AL.processing and self-relevant processing’’ (p. 10) areas of the brain. Forexample, one study found that when subjects were exposed to a manipulationdesigned to induce sadness, those who were trained in mindfulness techniquesreported just as much sadness as others, but their fMRI scans showed lessactivity in the brain regions associated with self-referential processing. Thesedifferences in neural patterns ‘‘may stem from the objectification of emotionsas innocuous sensory information rather than as affect laden threats to theself’’ (Farb et al., 2010, p. 31).Decreased Use of Automatic Mental ProcessesA second core process by which mindfulness leads to improved selfregulationis via decreased automaticity of mental processes. Through theprocess of automaticity, engrained brain states mold awareness of presentdayexperiences (Siegel, 2007). Automaticity of thinking can arise fromdifferent sources including prior experiences, entrenched mental models, andbodily responses based on prior experiences. Offering individuals a clearsurvival benefit (i.e., quick information processing and responses),automaticity has the unfortunate consequence of restricting individuals’perceptions and experiences of the present moment. In a sense, automaticityhijacks the ability to fully experience the present moment. Althoughautomaticity provides mental efficiency, it diminishes present-momentawareness, control, and intent (Bargh, 1994). For example, we may findourselves responding to colleagues without really listening to the conversationbecause we believe we already know where the conversation is going.We may complete a task without recalling actually doing it or head to thestore to get groceries and end up in the parking lot at work, all because ofdeeply ingrained, automatic responses.Engaging in mindfulness disrupts automaticity of thought patterns andhabits as individuals move from heuristic modes of information processingto more systematic modes (Chaiken, 1980). Through the simple act ofobserving thoughts arising in the mind, mindful nonjudging awarenessallows one to disengage from: (a) automatic thought patterns and (b)perceptual filtering driven by emotions and schemas from the past (Siegel,2007). As Shapiro and colleagues noted, ‘‘We experience what is instead of acommentary or story about what is’’ (Shapiro, Carlson, Astin, & Freedman,2006, p. 379, italics in original).As a result, the range of responses is increased because responses are nolonger constrained by automaticity. Mindful awareness allows individuals to
Mindfulness at Work 127consciously sense and shape their thoughts and to have greater cognitiveflexibility in response to thoughts (Siegel, 2010). The flipside of reducedautomaticity is that mindfulness may promote ‘‘relatively more thoroughattention to the external environment’’ (Herndon, 2008, p. 33). For example,Radel, Sarrazin, Legrain, and Gobance (2009) showed that students higherin trait mindfulness were immune to a motivational manipulation usingunconscious priming; they were less influenced by automatic processes.Awareness of Physiological RegulationThe third major process through which mindfulness influences self-regulationis through generating bodily awareness and concomitant physiologicalregulation (Siegel, 2010). Much like the process of ‘‘thought observation’’described in the preceding text, present-moment nonjudgmental awarenessof one’s physiological state promotes a more balanced regulation of thebody’s physiological response systems (e.g., approach–avoidance, fight–flight,inhibition–activation systems). Coordinated by the brain’s mPFC via thesympathetic (activation) and parasympathetic (inhibition) nervous system,these physiological response systems are designed to work in balance andcoordination with another. When physiological activation reaches too high athreshold, the mPFC is overloaded and unable to modulate the firing of thelimbic system, which leads to myriad undesirable affective (i.e., anger, anxiety)and physical consequences (i.e., heart palpitations, gastrointestinal distress)(Siegel, 2007). As Siegel (2010) noted, without the coordination of theactivation and inhibition systems people are likely to ‘‘burn out, revving up’’when they need to slow down (p. 27). When balanced, however, these brainsystems can generate feelings of calm, connection, and physical well-being(Cozolino, 2006). Thus, increased attention to and awareness of the body’sphysiological response systems can help individuals better interpret andrespond to messages from the body.SECONDARY MINDFULNESS PROCESSESAs presented in Fig. 1, the mental and neurobiological processes associatedwith mindfulness and mindfulness-based practices lead to more distalprocesses that influence employees’ ability to effectively regulate theirthoughts, behaviors, and emotions at work. In this section, we turn ourfocus explicitly to these processes, with a special emphasis on how these
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