Implementing Mindfulness at Work: qualitative study about integrating mindfulness digitally supported into the large corporation setting by using systems theory

Abstract

Abstract Current research states the benefits of implementing mindfulness within the workplace. In large corporations, financial and personnel resources for a mindfulness-based intervention may exist, but successfully implementing interventions within a corporation may also require a change in the workplace culture as a whole. This study aims to depict the integration of a mindfulness-based intervention in a digitally augmented setting in order to promote mindfulness in the digital workplace. Because change in an organization cannot be managed one-dimensional, systems theory is implemented within this study in order to meet the requirements of a complex system. Interviews with experts working in or with large companies on the topic of mindfulness in new work contexts reveal an integration process. Subsequently, information is extracted from the interviews and the content is qualitatively analysed to find answers to the research question. Differentiated results from a) employees, b) employers, and c) consultants perspective, with information about input (1.), throughput (2.), and output (3.) of a mindfulness-based intervention in the corporate setting were stated, e.g., with respect to communication by using the employees’ language as well as internal resources such as social media and communication platforms. Guidelines for implementing digitally-supported mindfulness at work are derived and discussed.