Siinviidatu võiks huvi pakkuda vist kõikidele inimestele, sest pakub nii sisukaid mõttekäike-ülevaateid kui mitmeid empiirilisi tõendeid. Tekst võiks erilist huvi pakkuda tudengitele, kel huvi näiteks kirjandusülevaate kirjutamiseks, sest demonstreerib kasulikke praktikaid.
Mindfulness juba 2015. a: peaks, mitte võiks!
“Congleton et al. (2015) claimed in the Harvard Business Review, “Mindfulness should no longer be considered a “nice-to-have” for executives but rather a “must-have”: a way to keep our brains healthy, to support self-regulation and effective decision-making capabilities, and to protect ourselves from toxic stress”.” (Daniel et al., 2022, p. 1)
Indiviiditasandit puudutavad argumendid:
“Within management research, the positive implications of mindfulness at the individual level have been documented for physical and psychological well-being (Hülsheger et al., 2015; Hülsheger et al., 2013; Kiburz et al., 2017; Michel et al., 2014) as well as task and job performance (Dane, 2011; Dane & Brummel, 2014; Glomb et al., 2011; Reb et al., 2012).” (Daniel et al., 2022, p. 1)
“In this p tive, mindfulness is defined as “a flexible state of mind in which we are actively engaged in the present, noticing new things and sensitive to context” (Langer, 1989, p. 138), contrasting with mindlessness as an “auto-pilot” mode (Langer, 1997, p.4), which is rigid and governed by taken-for-granted rules and routines that frame and inform action, using inflexible or ‘blind’ categories and distinctions.” (Daniel et al., 2022, p. 2)
Viited kirjandusülevaadetele, mis väga kasulikud n-ö teemasse lugemisel:
“While there have been a number of literature reviews that have scoped existing research and proposed fruitful research agendas (e.g. Glomb et al., 2011; Good et al., 2016; Sutcliffe et al., 2016), meta-analyses (e.g. Bartlett et al., 2019; Mesmer-Magnus et al., 2017) and conceptual reviews (e.g. Kudesia, 2019; Daniel et al., 2022) for mindfulness at work, as well as systematic literature review in specific fields such as information systems (e.g. Dernbecher & Beck, 2017), mindfulness has not yet been subject to any review in project research.” (Daniel et al., 2022, p. 2)
Autorid seavad kolm eesmärki:
“Our goals in this article are threefold. First, we aim at consolidating the existing body of knowledge regarding the investigation of mindfulness in project research. Second, to provide a framework to improve performance and help people manage the stressful project environment, especially around uncertainty, temporality and deadlines, and high risk. Third, we aim at generating new research by project management scholars and new insights for project practitioners.” (Daniel et al., 2022, p. 2)
Väga kasulik kõikidele organisatsioonihuvilistele!
“Mindfulness is the key component that distinguishes high reliability theory from normal accident theory (Perrow, 1984; Sagan, 1993), and is defined as five processes: preoccupation with failure, reluctance to simplify interpretations, sensitivity to operations, commitment to resilience, and deference to expertise (Weick et al., 1999).” (Daniel et al., 2022, p. 2)
Mindfulness kui metakognitiivne praktika:
“Thus, mindfulness can be seen in as expansive and encompassing as a metacognition, that has application towards enhancing performance and improving well-being in HROs. The practical outcome desired is to mobilise tools, resources, and strategies to stabilize challenging and changing activities (cf. Kudesia and Lau, 2020).” (Daniel et al., 2022, p. 3)
Mida võiks veel soovida lugemishuvi suurendamiseks?
“Our structured literature review on mindfulness – a construct that has been fruitfully informing management and organisation studies but has only been included in a limited and scattered way in project research – contributes to continuing efforts to advance theory development and debate within the project community.” (Daniel et al., 2022, p. 6)
Daniel, C., Daniel, P. A., & Smyth, H. (2022). The role of mindfulness in the management of projects: Potential opportunities in research and practice. International Journal of Project Management, 1–16. https://doi.org/10.1016/j.ijproman.2022.07.003