Mindful Meditation

PURPOSE: TO EVALUATE THE RESISTANCE TO IMPLEMENTING A MINDFULNESS MEDITATION PROGRAM INTO AN ORGANIZATION

The Future of Cloud Computing

Over a quarter of all apps will be on the cloud.

Enterprises worldwide increasing rely on cloud to develop, market and sell products, manage supply chains and more.

The Hybrid Cloud

Increased development of the cloud

Competition in the cloud will give way to better products, services and innovation.

http://www.thoughtsoncloud.com/2014/05/future-cloud-computing-5-predictions/

“We cannot observe normal people doing normal things.” by Robert Quinn.

Mindful Meditation

Attention – as defined by William James, the founder of Modern Psychology is “The taking possession by the mind in a clear and vivid form.”

Meta-attention – is the attention of attention.

The Process is Simple

Intention

Attention

Cognitive Process

Attitude

Tibetan Singing Bowl

Examples of Mindfulness – Like Behaviors in

Leadership Development “We change the World by changing

ourselves.” by Robert Quinn.

“Knowing who we are, what we stand for and where we are going.” by Robert Quinn.

Amy Cuddy’s 2 minute Power Position.

Julian Treasure: 5 ways to Listen.

Companies that are Successfully Using Mindfulness Meditation

Google

Target

Facebook

Twitter

Harvard Business School

Massachusetts General Hospital

Research that Supports the Use of Mindfulness Meditation

Functional MRI – shows increase in executive functioning of the prefrontal cortex.

Mindfulness Increases Empathy and Self-Awareness by Jon Kabat-Zinn.

VENS – shows Mindfulness Meditation increase the brain’s neural networks.

Team Onyx Research

Premise: Mindfulness Meditation has been shown to improve the qualities needed to be a good leader.

There was no data on the resistance to starting a Mindfulness Meditation Program in an Organization.

Hypothesis

Resistance to Mindfulness programs exist in men of the age group of 45 or greater.

Resistance to Mindfulness programs exist in different industries.

Mindfulness LITERARY REVIEW

Purpose

Review of the literature that was used in our study of mindfulness and its implementation.

Supporting information that provides a framework for our research

Evaluation of the various text and relevant information

Are we reinventing the wheel?

Mindfulness is a cultural phenomenon in business D.Brindel

Mindfulness, an individual's awareness of his or her present experience, impacts ethical decision making

To be equipped for the rapid-fire intensity of executive life, they cultivate daily practices that allow them to regularly renew their minds, bodies, and spirits. Among these are prayer, journaling, jogging and/or physical workouts, long walks, and in-depth discussions with their spouses and mentors.

Proof of success Many business schools are embracing mindfulness. Jeremy

Hunter of the Drucker management school at Claremont university teaches it to his students, as does Ben Bryant at Switzerland’s IMD Schumpeter.(2013).www.economist.com/news/business/

21589841-western-capitalism-looking-inspiration-eastern-mysticism-mindfulness-business

Highly successful tech companies such as Google and Apple have proven that Mindfulness can be successful in the work place

Implementation

In our research we discovered multiple text that explained the benefits of mindfulness

Articles that provided successful examples of implementation in corporate settings Common Theme to those organizations

Industry

Work force

Resistance to Mindfulness in Our

Workplace

METHODS AND PROCEDURES

Method

People are resistant to change.

People are resistant to being out of their comfort zone.

People are resistant to being vulnerable.

People are more resistant the older they are.

Procedure

Survey, Resistance to Change

Video, Mindfulness

Breathing Exercise, Mindfulness

Survey, Resistance to Mindfulness

Selection Criteria

12 People per Group Member

3 Males over 45 years old

3 Males under 45 years old

3 Females over 45years old

3 Females under 45 years old

Also looking at differences between our industries

Survey Data Analysis

AUSTIN DEBEVECObjective: Provide analysis to support

hypothesis investigationHypothesis:

Resistance to Mindfulness programs exist in men of the age group of 45 years or greater.

 Secondary Hypothesis: Resistance to Mindfulness Programs exist in different industries.

Survey Participation Expected : 60 Participants

15 - Female - 18-44 years old

15 - Female – Over 45 years old

15 - Male - 18-44 years old

15 - Male – Over 45 years old

Demographics: Age, Gender, Industry

Actual : 55 Participants

12- Female -18-44 years old

18 - Female – Over 45 years old

11 - Male - 18-44 years old

14 - Male – Over 45 years old

22%

33%20%

25%

Total Survey Partici-pation

Female - 18-44 years old

Female – Over 45 years old

Male - 18-44 years old

Male – Over 45 years old

Survey Questions19 Likert Scale Questions

Part 1 Survey, Resistance to Change9 Questions

Part 2 Survey, Resistance to Mindfulness10 Questions

2 Demographics QuestionsGender/ AgeIndustry – Organizations / Company

Survey Response

I support a business culture that emphasizes con-tinuous improvement.

I understand that changes in an organization are needed sometimes.

I do not perform well when a change takes place in my business environment.

I prefer to use proven business methods to solve complex problems.

I find it difficult to stay focused on a single task.

My business environment runs on auto-pilot.

I thrive on stressful situations.

Paying attention to detail would increase my productivity.

I would be interested in discussing mindfulness with my management.

If my company allowed mindful practices in the work environment, I would try them.

64%

11%

53%

2%

2%

38%

13%

5%

4%

31%

7%

9%

9%

11%

16%

24%

5%

11%

35%

29%

44%

45%

11%

9%

49%

47%

58%

22%

62%

38%

24%

40%

38%

53%

55%

35%

42%

45%

5%

40%

2%

29%

24%

11%

33%

16%

13%

7%

22%

9%

25%

22%

20%

18%

36%

33%

16%

2%

5%

0%

51%

51%

2%

7%

18%

45%

0%

27%

47%

20%

27%

9%

2%

13%

11%

2%

0%

0%

0%

7%

15%

0%

0%

2%

16%

0%

4%

11%

5%

2%

2%

2%

11%

4%

2%

Series1

Strongly Agree

Agree

Neither Agree or Disagree

Disagree

Strongly Disagree

Series7

Survey Analysis3 Categories to Measure

Resistance Part 1, Resistance to Change Do Not Questions

I do not like introducing new business practices. I do not perform well when a change takes place in my business

environment.

Support for Change I support a business culture that emphasizes continuous improvement. I believe that senior management’s improvements are beneficial to me. I understand that changes in an organization are needed sometimes. I encouraged others to be innovative when looking for solutions

Survey Analysis

3 Categories to Measure Resistance

Part 2 Survey, Resistance to Mindfulness Business Introduction

Paying attention to detail would increase my productivity.

I believe that mindfulness would be beneficial to my business.

I would be interested in discussing mindfulness with my management.

I will research mindfulness practices after this survey.

If my company allowed mindful practices in the work environment, I would try them.

“Do Not”Questions

Strongly Agree

Agree Neither Disagree Strongly Disagree

2%11%

29%

51%

7%0%

15%

34%

46%

5%9%

0%

18%

82%

18%

I do not like introducing new business practices.

Overall Other Male>45

Strongly Agree

Agree Neither Disagree Strongly Disagree

2%9%

24%

51%

15%

2%12%

29%

44%

12%

0% 0%7%

71%

21%

I do not perform well when a change takes place in my business envi-

ronment.

Overall Other Male>45

• Measures attitude towards change• Resistance = Positive response

• (Agree, Strongly Agree)

• Total population = 51% Disagree• Other Population = 46% Disagree• Male >45 Years = 68% Disagree• Hypothesis = Disproved Strongly

AgreeAgree Neither Disagree Strongly

Disagree

2%

10%

26%

51%

11%

1%

13%

32%

45%

9%4%

0%

11%

68%

18%

"DO NOT" Questions

Overall Other Male>45

“Support Change” Questions

Strongly Agree Agree Neither Disagree Strongly Disagree

33%

36%

14%

2%0%

34%35%

13%

2%0%

30%

38%

14%

0% 0%

"Support Change" Questions

Overall Other Male>45

• Measures attitude towards supporting change• Resistance = Negative Response

• (Disagree, Strongly Disagree)

• Total population = 36% Agree• Other Population = 35% Agree• Male >45 Years = 38% Agree• Hypothesis = Disproved

“Intro to Business” Questions

Strongly Agree Agree Neither Disagree Strongly Disagree

18%

46%

25%

7%4%

19%

51%

19%

6% 5%

17%

30%

41%

10%

1%

"Intro to Business" Questions

Overall Other Male>45

• Measures attitude towards introducing Mindfulness • Resistance = Negative Response

• (Disagree, Strongly Disagree)

• Total population = 46% Agree• Other Population = 51% Agree• Male >45 Years = 41% Neither Agree or Disagree• Hypothesis = Disproved

Survey Conclusion3 Categories to Measure ResistancePart 1, Resistance to Change

Do Not Questions - DisproveSupport for Change - Disprove

Part 2 Survey, Resistance to MindfulnessBusiness Introduction – Disprove

Conclusion: The survey response data does not support the hypothesis.

Interview Analysis

Gender Age8 Male 5 31-452 Female 5 46-65

Years of Full-time Work Experience Years of Full-time Managerial Experience3 1-10 4 1-105 11-20 3 11-151 21-25 3 16-20

Type of Business or Industry Education

2 Manufacturing 1 Bachelor’s Degree2 Military 5 Master’s Degree1 Construction 4 PhD and MD1 Lab Animal

1 Vocational Rehabilitation1 Education2 Healthcare

10 Interview Transcripts

Interview Response 2 Questions for Mindfulness Evaluation

Would Mindfulness be beneficial? Majority Response was positive – 60%

“focus concentration and increase production “

“Gets more out of the team”

What resistance to implementing Mindfulness? Majority Response = Resistance – 80%

“very traditional in the way we operate”

“Attitude that I already know how to do my job”

Conclusion: There is no evidence to support a difference in the resistance to implementation of a Mindfulness program.

0

2

4

6

8

10

12

14

16

12

14

12

89

Responses by Industry

Medical Military Education Manufacturing Engineering

Resistance to Mindfulness Programs exist in different industries

Secondary Hypothesis:

Secondary Results• “Do Not”: Resistance = Positive response (Agree, Strongly Agree)

Medical = 50% Disagree Military = 54% DisagreeEducation =50% Disagree Manufacturing = 50% DisagreeEngineering = 50% DisagreeHypothesis = Disproved

• “Support Change”: Resistance = Negative Response (Disagree, Strongly Disagree)

Medical = 44% Agree Military = 48% Strongly AgreeEducation =48% Strongly Agree Manufacturing = 53% AgreeEngineering = 39% Strongly AgreeHypothesis = Disproved

• “Intro to Business”: Resistance = Negative Response (Disagree, Strongly Disagree)

Medical = 52% Agree Military = 47% AgreeEducation =53% Agree Manufacturing = 43% AgreeEngineering = 38% Neither Agree or DisagreeHypothesis = Disproved

Data Analysis Conclusion Survey Response

3 Categories All Disprove Hypothesis

Interview Response 10 Interviewees

No Support for Hypothesis

Secondary Hypothesis 3 Categories 5 Industries

All Disprove Secondary Hypothesis

Mindfulness PracticesSignificance of Our Research

HOW WE ANSWERED THE QUESTIONS

SO WHAT?

WHY SHOULD I CARE?

HOW DOES THIS AFFECT ME?

Mindfulness PracticesSignificance of Our Research

Our Predictions:

Men over 45 will resist

implementation of Mindfulness Practices.

More resistance in some industries

Mindfulness Practices Wrapping This All Together. Does Age Matter?

Mindfulness PracticesWrapping This All Together…

What About Industry?

Mindfulness PracticesSignificance of Our Research

Our Findings:

Resistance not found

Not affected by industry

Mindfulness PracticesWrapping This All Together…

My Story

Mindfulness PracticesWrapping This All Together…

Focused on the Here and Now

Mindfulness PracticesYour Story?

In Conclusion

Whether your organization implements a Mindfulness Meditation program or not, you can implement a program for yourself and become a better leader.

Mindfulness PracticesTeam Onyx C55

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March 2013. https://hbr.org/2014/03/developing-mindful-leaders-for-the-c-suite/

Goodman, D. (2013). Focus: The hidden Driver of Excellence. New York, NY: Harper Collins.

 

Goodman, D. (2013). The Focused Leader .Harvard Business Review, December 2013. https://hbr.org/2013/12/the-focused-leader

Levy, D.M., Wobbrock, J.O., Kaszniak, A.W., Ostergren, M. (2012) .The Effects of Mindfulness Meditation Training on Multitasking in a High-Stress Information Environment, 2012. http://faculty.washington.edu/wobbrock/pubs/gi-12.02.pdf

 

Parameshwaran, R. (2015). Theory and practice of chaplain's spiritual care process: A psychiatrist's experiences of chaplaincy and conceptualizing trans-personal model of mindfulness. US National Library of Medicine National Institutes of Health, January 2015. http://www.ncbi.nlm.nih.gov/pubmed/25657453

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References Reynolds, S. (2013). 6 Ways to Reduce Business Stress. Forbes, March 2013.

http://www.forbes.com/sites/siimonreynolds/2013/03/25/6-ways-to-reduce-business-stress/

Ruedy, N. E., Schweitzer, M. E. (2010). In the Moment: The Effect of Mindfulness on Ethical Decision Making. Risk Management and Decision Processes Center The Wharton School, University of Pennsylvania, July 2010. http://opim.wharton.upenn.edu/risk/library/WPAF2010-07-02_NR,MS.pdf

Schumpeter. (2013). The Mindfulness Business. The Economist, November 16, 2013. http://www.economist.com/news/business/21589841-western-capitalism-looking-inspiration-eastern-mysticism-mindfulness-business

Silpakit, O., Silpakit, C. (2014) A Thai version of mindfulness questionnaire: Srithanya Sati scale. US National Library of Medicine National Institutes of Health, March 2014. http://www.ncbi.nlm.nih.gov/pubmed/24676484

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Toossi, M. (2012).Labor force projections to 2020: a more slowly growing workforce, 2012. http://www.bls.gov/opub/mlr/2012/01/art3full.pdf

Xu, W., Oei, T.P., Liu, X., Wang, X., Ding, C. (2014).The moderating and mediating roles of self-acceptance and tolerance to others in the relationship between mindfulness and subjective well-being. US National Library of Medicine National Institutes of Health, November 2014. http://www.ncbi.nlm.nih.gov/pubmed/25395155

 

References Aikens, K. A., Astin, J, Pelletier, K.R., Levanovich, K., Baase, C.M.,Park, Yeo Y., Bodnar,

C.M. (2014). Mindfulness Goes to Work: Impact of an Online Workplace Intervention. Journal of Occupational and Environmental Medicine, July 2014, Volume 56 (Issue 7). http://journals.lww.com/joem/Abstract/2014/07000/Mindfulness_Goes_to_Work__Impact_of_an_Online.7.aspx

 

Brendel, D. (2015). There Are Risks to Mindfulness at Work. Harvard Business Review, February 11, 2015. https://hbr.org/2015/02/there-are-risks-to-mindfulness-at-work

 

Catalino, L.I., Fredrickson, B.L. (2011) A Tuesday in the life of a flourisher: the role of positive emotional reactivity in optimal mental health. US National Library of Medicine National Institutes of Health, August 2011. http://www.ncbi.nlm.nih.gov/pubmed/21859208

 

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