Improve Psychological Well-Being and Productivity with Work-Place Mindfulness
“Toxic emotions disrupt the workplace, and mindfulness increases your awareness of these destructive patterns, helping you recognize them before they run rampant. It’s a way of reprogramming your mind to think in healthier, less stressful, ways.” – Drew Hansen
Work is very important for our health and well-being. We spend approximately 25% of our adult lives at work. How we spend that time is immensely important for our psychological and physical health. Indeed, the work environment has even become an important part of our social lives, with friendships and leisure time activities often attached to the work environment. But, more than half of employees in the U.S. and nearly 2/3 worldwide are unhappy at work. This is partially due to work-related stress which is epidemic in the western workplace. Almost two thirds of workers reporting high levels of stress at work. This stress can result in impaired physical and mental health and can result in burnout; producing fatigue, cynicism, and professional inefficacy.
To help overcome unhappiness, stress, and burnout, mindfulness practices have been implemented in the workplace. Indeed, mindfulness practices have been shown to markedly reduce the physiological and psychological responses to stress. As a result, it has become very trendy for business to incorporate meditation into the workday to help improve employee well-being, health, and productivity. There is a need, however, to better document the benefits of these programs.
In today’s Research News article “A Workplace Mindfulness Intervention May Be Associated With Improved Psychological Well-Being and Productivity. A Preliminary Field Study in a Company Setting.” (See summary below or view the full text of the study at: https://www.frontiersin.org/articles/10.3389/fpsyg.2018.00195/full?utm_source=F-AAE&utm_medium=EMLF&utm_campaign=MRK_568639_69_Psycho_20180313_arts_A ), Kersemaekers and colleagues recruited employees in major European corporations and provided them with a workplace mindfulness program that consisted of 2 day-long training days plus eight 2.5 h-long sessions implemented in a group setting and included trainings in mindfulness meditation, walking meditation, pausing meditation, body scan and compassion meditation. They were also encouraged to practice at home. Participants were measured one month before, just before, and after the program for burnout, perceived stress, mindfulness, well-being, team environment; including organizational climate, team climate and personal performance, and program feasibility and satisfaction.
They compared the changes during the one-month baseline period to those occurring during the mindfulness training period and found that after training there were significantly greater reductions in burnout, perceived stress, particularly tension and worry, and organizational stress, and significantly greater improvements in psychological well-being and mindfulness, including presence and acceptance. There were also significant improvements in the participants perceptions of the organizational culture, including team decision making and cooperation, of the organizational climate, including atmosphere and respect, and of personal performance and productivity. There were high compliance and participation rates in the program. Hence, the workplace mindfulness program appeared to be feasible, safe, and effective.
The results have to be interpreted with caution as there wasn’t a control group. But, the fact that there was a one-month baseline where reactivity, bias, and time-based changes could be assessed, the conclusion would appear to be guardedly valid. Workplace mindfulness training improved the psychological well-being and mindfulness of the workers, the organizational climate, and the workers productivity. This suggests that workplace mindfulness programs can be of substantial benefit to the workers and the organization.
So, Improve Psychological Well-Being and Productivity with work-Place mindfulness.
“By letting it go it all gets done. The world is won by those who let it go. But when you try and try, the world is beyond winning.” – Lao Tzu
CMCS – Center for Mindfulness and Contemplative Studies
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Kersemaekers W, Rupprecht S, Wittmann M, Tamdjidi C, Falke P, Donders R, Speckens A and Kohls N (2018) A Workplace Mindfulness Intervention May Be Associated With Improved Psychological Well-Being and Productivity. A Preliminary Field Study in a Company Setting. Front. Psychol. 9:195. doi: 10.3389/fpsyg.2018.00195
Background: Mindfulness trainings are increasingly offered in workplace environments in order to improve health and productivity. Whilst promising, there is limited research on the effectiveness of mindfulness interventions in workplace settings.
Objective: To examine the feasibility and effectiveness of a Workplace Mindfulness Training (WMT) in terms of burnout, psychological well-being, organizational and team climate, and performance.
Methods: This is a preliminary field study in four companies. Self-report questionnaires were administered up to a month before, at start of, and right at the end of the WMT, resulting in a pre-intervention and an intervention period. There was no separate control group. A total of 425 participants completed the surveys on the different time points. Linear mixed model analyses were used to analyze the data.
Results: When comparing the intervention period with the pre-intervention period, significantly greater improvements were found in measures of burnout (mean difference = 0.3, p < 0.001), perceived stress (mean difference = -0.2, p < 0.001), mindfulness [mean difference = 1.0 for the Freiburg Mindfulness Inventory (FMI) and 0.8 for the Mindfulness Attention Awareness Scale (MAAS), both p < 0.001], and well-being (mean difference = 0.4, p < 0.001). Additionally, greater increases in team climate, organizational climate and personal performance were reported during the intervention compared to the pre-intervention period with largest improvements in team cooperation (mean difference = 0.3, p < 0.001), productivity (mean difference = 0.5, p < 0.001), and stress (mean difference = -0.4, p < 0.001). Effect sizes were large for mindfulness (d > 0.8), moderate for well-being, burnout and perceived stress (d = 0.5–0.8), and ranged from low to moderate for organizational and team climate and personal performance (d = 0.2–0.8).
Conclusion: These preliminary data suggest that compared to the pre-intervention period, the intervention period was associated with greater reductions in burnout and perceived stress, improvements in mindfulness, well-being, and increases in team and organizational climate and personal performance. Due to design limitations, no conclusions can be drawn on the extent to which the WMT or non-specific factors such as time have contributed to the findings. Further studies, preferably using randomized controlled designs with longer follow up periods are needed to evaluate whether the associations found can be attributed to the WMT and whether these sustain after the training.