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

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144THERESA M. GLOMB ET AL.first and foremost, for reducing stress. Indeed, the practices are designed tohelp individuals relax mentally (guided imagery) and release tensionphysically (yoga and Qigong). Some, but not all, of these techniques areexpected to improve mindfulness. Moreover, because they are conducted insmall group sessions with regular sharing among participants, they alsoprovide social support and sometimes lead to ongoing social relationshipswith the concomitant benefits. Participants may also change variousbehaviors (e.g., reducing commitments, better time management) over thecourse of an MBSR program (Kabat-Zinn, 1990, 1994). Although thesepractices (i.e., mental relaxation, reduced physical tensions, social support,better time management) and their direct benefits are not necessarily relatedto mindfulness, they would be expected to benefit work outcomes. It isbeyond our scope here to analyze which MBSR benefits are due tomindfulness and which result from other processes such as relaxation orsocial support (see Bishop, 2002; Dimidjian & Linehan, 2003; Dobkin, 2008;Roemer & Orsillo, 2003, for a debate of whether mindfulness is the keyingredient of mindfulness-based practices), and we caution againstunthinkingly choosing MBSR-type programs at work if the ultimate goalis to increase mindfulness. As Shapiro et al. (2006) noted, ‘‘Dismantlestudies are necessary to separate and compare the various active ingredientsin mindfulness-based interventions such as social support, relaxation, andcognitive behavioral elements’’ (p. 374).Furthermore, questions surface about distinguishing mindfulness fromexisting self-regulatory concepts. Masicampo and Baumeister (2010) questionedwhether mindfulness is substantively different from self-control. Giventhe difficulty of measuring mindfulness itself (as a state of consciousness),most research has focused on the beneficial effects of mindfulness-basedpractices or therapies. These effects are generally attributed to improved selfregulationof emotions, thoughts, and behaviors. Brown et al. (2007) arguedthat mindfulness improves autonomous self-control, which is associatedwith more effective self-regulation. Masicampo and Baumeister (2010) alsoquestioned whether there is anything unique about mindfulness as atechnique for developing self-control.We suggest this is a question for neuroscience. Neuroimaging studies thatlink brain activity to self-reported states of mindfulness may be one way tovalidate self-reports (e.g., Davidson, 2010) and differentiate mindfulnessfrom other self-regulatory strategies. We do not know whether brainactivities or structural changes are the same for all practices that improveself-regulation. Perhaps mindfulness-based techniques are unique; perhapsthey are not.
Mindfulness at Work 145From the standpoint of basic research, it is critical to the advancement ofknowledge that we continue efforts to separate mindfulness and relatedstates, traits, meditation, and programs. But, from the standpoint of work, itmay be more valuable to focus on the outcomes (and mediating processes)by which mindfulness-based practices lead to improved self-regulation ofthoughts, emotions, and behaviors. An underlying assumption here is thatorganizations might implement mindfulness-based programs as part of theirwellness initiatives. Thus, the focus of organizational research might be tounderstand the effects of mindfulness training rather than mindfulness itself,and to identify features of the work environment that support mindfulness.Bringing Mindfulness Training into Work OrganizationsGiven the impressive outcomes associated with mindfulness and mindfulness-basedpractices, especially in the clinical domain, it is easy to think ofmindfulness practices as a cure-all. Indeed, already we see research (Giluk,2010; Tipsord, 2009) – with mixed results – linking MBSR to a variety ofwork-related outcomes including experienced empathy, affect, citizenshipbehavior, relationship quality, and job performance. Although we warnagainst the tendency to view mindfulness and mindfulness-based practices asa panacea, we also recognize its demonstrated efficacy for a number ofimportant work-related outcomes, particularly for stress reduction. Accordingto the National Institute for Occupational Safety and Health (1999),about one-third of workers experience high levels of stress. Work stress hasbeen identified as a major cause of employee turnover and burnout and hasbeen linked to many physical and psychological complaints, includingheadaches, higher incidence of cardiovascular disease, and increased healthinsurance claims (Schnall, Dobson, & Rosskam, 2009). Along with emergingneurobiological studies linking mindfulness-based practices to changes inthe activity and structure of the brain, research presents compelling evidencethat mindfulness-based practices may be a fruitful addition to organizationalwellness programs.Although the evidence for mindfulness is compelling, we also recognizethat much of the existing literature has been conducted outside the workenvironment, with little attention to the contextual features of work. Manyexaminations have used student samples or patient populations seekingtreatment for medical or psychological symptoms. Thus, the generalizabilityof current research findings to employees in organizations is uncertain.Nevertheless, initial research evaluating the efficacy of mindfulness-based
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