Thesis or dissertation
Date of this Version
The Capstone examines whether mindfulness can be applied to help individuals and organizations cope with organizational change. Though mindfulness, defined as being fully aware in the present moment, has been examined in clinical, educational and other non-corporate settings, there remains a significant research gap towards understanding the potential uses and actual benefits of mindfulness in the workplace – particularly during organizational change.
Through this research, a Mindful Organizational Change Questionnaire was developed, based on both Eastern and Western constructs and statements thought to be most relevant to organizational change. Seventy-four (74) working professionals, across various industries, participated in this study between April and May 2016. This inquiry also included conducting fifteen (15) qualitative interviews with Change Leaders.
When triangulating the data, results indicated that, though participants have some natural capacity to be mindful, there is an opportunity for them to increase their levels of mindfulness during change, which may be highly beneficial.
Furthermore, when reviewing the quantitative data related to both mindfulness facets and change elements, Change Leaders scored consistently lower when compared with the Overall Averages. Likewise, Generation Ys scored higher than Change Leaders in all facets with the exception of “Positivity and Organizational Change.”
Thus, it can be concluded that mindfulness practices (such as meditation and other mindful interventions) could be extremely beneficial towards helping individuals and leaders cope with organizational change.
Organizational Change, Mindfulness, Change, Leadership
Date Posted: 22 June 2020