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1. Introduction
Introduction
Recently, work environment is determined by unpredictability and instability (Fries,
2010). Organizations constantly face challenges such as competition, technological and
informational change, globalization and cultural diversity (Fries, 2009; Marianetti & Passmore,
2010; Van den Heuvel, Demerouti, Bakker, & Schaufeli, 2010). On the other hand, the
occurrence of mindfulness in the work context is increasing (Hunter & McCormick, 2008):
Fortune 500 companies, for instance Proctor and Gamble, offer mindfulness training for their
employees (Caroll, 2007; CNNmoney, 2010). Highly successful managers such as Bill Ford Jr.,
chairman of Ford Motors, and Michael Rennie, managing partner of MC Kinsey, are committed
practitioners of mindfulness (Caroll, 2007). Moreover, training facilities offer mindfulness
practice such as the Bentley College for business (Ezarik, 2006) and Google University (Jordan,
2010). This raise questions about the role of mindfulness in the work context.
Mindfulness is defined as “enhanced attention to and awareness of current experience or
present reality” (Brown & Ryan, 2003, p. 822), resulting in perceptions of internal and external
events without distortions (Brown & Kasser, 2005). Such qualities can be important in various
work settings, in particular in those, where life depends on detailed perceptions and mindful
responses. Highly Reliable Organizations for instance, rely on faultless functioning and refer to
air traffic control departments, hospital emergency units, and fire-fighting teams (Weick &
Sutcliffe, 2007). Moreover, mindfulness can play a crucial role in the work context of managers
or teachers (Napoli, 2006). Both perform leading roles in which the performance and well-being
of subordinates depend on the leader’s ability of taking responsibility and decision making that is
shown to be influenced by mindfulness (Fiol & O’Connor, 2003). In addition, mindfulness can
be beneficial in settings where interpersonal contact is required in general, for instance in the
sales department, or in work teams. Non-biased perceptions might facilitate interactive processes
which are often highly complex by involving linguistic components, as well as paralinguistic
behavior, such as gesture (Burgoon, Berger, & Waldron, 2000).