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

doi:10.21203/rs.3.rs-2394352/v1

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

https://doi.org/10.21203/rs.3.rs-2394352/v1

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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.

Psychology

Integrative & Complementary Medicine

Health Economics and Outcomes Research

mindfulness-based interventions

digital workplace

mindfulness digitally supported

implementation

qualitative research

Flat hierarchies, mobile working, agile structures and now also resilience and mindfulness – among all other challenges, it is aimed for a more mindful approach to oneself and others in the organization [1]. The stakeholders’ mission for a more mindful workplace would be located somewhere between corporate health management, employee development, and work policy. How can this aim be reconciled with the currently established structure of a company? In the corporate setting, human resources and finances necessary for implementing the measures should be in place. But despite the interest in a guarantee of the return on investment, in trying to modernize large companies, an adherence to older, existing dynamics creates an obstacle for organizational development [2]. The bigger and older the company, the more effort it might take to drive change.

Psychosocial stress factors continue to be significant in workplaces [3]. The high density of change in the world of Work 4.0 is accompanied by new dynamics like the acceleration of processes, just to name one aspect [4]. Digital technologies and media represent new stressors (such as an overload of information) for employees. In the context of health promotion, mindfulness-based interventions can prevent harmful effects of stress, thus relieving the burden of curation and avoiding costs for employees and employers [5]. To reduce (digital) stress in the working context, preventive action is recommended, such as providing reliable systems for employee education and development opportunities as well as promoting individual stress management skills of employees [6]. It is aspirational to balance "technology" and "humanity," enabling co-design and creating training opportunities [3]. Leadership requirements are changing [7], as location and time-flexible work is experiencing an increase in prosperity [8]. Digital changes should be designed holistically, i.e. considering infrastructure as well as people and culture in the workplace; thus, occupational concepts and strategies for the implementation of interventions conducive for the health of employees are crucial [3].

Digitization processes in companies have accelerated, creating new digital communication and information structures for location and time-flexible work during the pandemic. At the same time, this acceleration has revealed areas of digitization that are underdeveloped, e.g. digital vocational qualification especially in informal education formats [9]. This study aims at using the revealed potentials of digitization to promote a mindful approach in workplaces, focusing on the large corporation setting.

Mindfulness at work

Mindfulness according to Kabat-Zinn [10] is a specific form of attention that is intentional, relates to the present moment (rather than the past or future), and is non-judgmental. The practice of meditation is suitable for formally training mindfulness. Meditation is practiced in many religions and cults and has its word origin in "alignment to the centre" = lt. meditatio [11]. Informally, mindfulness describes habits of mindful behaviour or attitudes [12].

A wide range of mindful programs at workplaces show a significant effect on aspects of mental health, as stress is reduced by mindfulness training [5]. The variety of workplace mindfulness interventions is plentiful around the world, many of which have been evaluated. Mindfulness Based Stress Reduction (MBSR) is a popular intervention, with mindfulness being the central therapeutic principle [13]. The core elements of the mindfulness practice of this program are seven basic attitudes that are consciously developed and trained during meditation: 1. non-judgment, 2. patience, 3. keeping a beginner's mind, 4. trust, 5. non-grasping, 6. acceptance, and 7. letting go [14]. Moderate to strong effectiveness on physical and physiological parameters of health, well-being, ability to recover, self-reference, and work-related factors apply for mindfulness or MBSR courses and movement-oriented methods [15–17]. The Mindful Leadership approach [18], to mention one more example of workplace mindfulness interventions, combines mindfulness (e.g., emotional intelligence, empathy, compassion, kindness) with organizational leadership requirements (e.g., vision and strategy, authenticity, integrity) to establish more efficacious leaders in organizations. In a qualitative study, Michaelsen et al. [19] summarized outcomes of workplace mindfulness observed by experts. These relate to individual competencies (e.g., presence, distancing), meaningfulness of work and experience of positive affects (e.g., satisfaction, joy), as well as work atmosphere (e.g., sense of community, gratitude).

The use of mindfulness training becomes apparently visible over a longer period of time, and, in comparison to micro-interventions, i.e. particularly short mindfulness training sessions, the effects of medium to long interventions are significantly less pronounced than longer interventions [5]. Studies show manifest effects of mindfulness training after eight weeks [20], in the workplace setting significant benefits could be observed after more than half a year of continuous mindfulness-based practice [21]. Aside from the time-limited mindfulness training, experts state it is likewise important to support the practice and implementation of mindfulness within a company through the help of various elements. Michaelsen et al. [19] provide insight into the requirements for establishing mindfulness in the workplace. These encompass the structure of the organization (e.g., designated places for mindfulness, internal ambassadors), the culture of the organization (e.g., support by the management, transparency), and the structure of the mindfulness program itself (e.g., transferability, inclusivity). Particular examples are a quiet space and time slots without meetings [5].

When conceptualising workplace mindfulness, it is important to establish a framework for the measures and adapt proven protocols to the specific work environments. Jamieson and Tuckey [22] state objectives for more validity in evaluation via psychometric measurement instruments to make effects on organisation, health and well-being visible. But most important as a premise and motivation to our study; attrition, adherence, acceptance and maintenance of interventions exhibit potential for improvement according to the study evidence [22]. A challenge we are about to face with a different, qualitative approach.

Digitally-supported, mindfulness-based interventions in a corporate context

While "digitization" describes the material process of converting analogue streams of information into digital bits, "digitalization" is defined as "the way many domains of social life are restructured around digital communication and media infrastructures" [23].

Because they are not tied to a specific location, apps are a practical way for decentralized companies to reach employees across locations with a single measure [24]. An app can also be flexibly integrated into employees' daily work and leisure time. Since often not all employees are able to take part in a course at the same time, it is important to maintain their motivation and recognize their willingness to participate. One more challenge for many courses is the lack of practice outside of the guided course hours [24]. Apps can solve this issue as well and potentially increase the implementation beyond a behavioural interventions’ duration. Analyses revealed that online mindfulness-based interventions resulted in higher effect sizes for stress when offered with guidance [25].

Being applied as a tool in occupational health management, mindfulness and other techniques for stress reduction, have been implemented digitally. For example, the combination of a relaxation course and a relaxation app finds application for health promotion in occupational health management [26]. A basic prerequisite for high-quality relaxation apps is scientifically proven evidence regarding the effectiveness of the procedures contained in the app (e.g., Progressive Muscle Relaxation, Autogenous Training) [27]. Due to their low running costs (even if the costs for development and programming are high) and their diverse and flexible application possibilities, relaxation apps are of great potential benefit for occupational health management [24].

When comparing the effectiveness of digital mindfulness interventions with the effectiveness of analogue interventions, stress experience, job satisfaction, and burnout risk were significantly more improved by digital interventions; in contrast, mindfulness itself was promoted somewhat less than in analogue interventions [28]. It appeared, based on multiple analyses (e.g., digital vs. analogue interventions, attrition), that group-based formats were more successful compared to individually delivered mindfulness training. This does not negate the effectiveness of app-based mindfulness training, which primarily operates without groups. However, it does seem to make sense to practice mindfulness in groups, especially in the context of work, which is a social space. Due to the social nature of most companies, industries or occupational groups, a virtual group setting can encourage the use of mindfulness trainings for practicing interpersonal skills such as communal – as opposed to individual – empathy [5].

The importance of digitization in large companies is essential, especially for keeping up with the modernization of new working worlds, a.k.a. Work 4.0 [2]. The potential for app-based health promotion has not yet been exhausted. Over and above apps, wearables, such as smart watches, hold promising innovation potential for future-oriented mindfulness training [29]. Khazan [30] shows that technology (biofeedback through wearables) and mindfulness training can complement on another.

Managing change and workplace culture in large corporations

A large enterprise is defined as a company that has 500 or more employees or generates a minimum annual sales of 50 million euros [31]. A corporation is of several (large) companies which have merged into a single economic unit. To be considered a corporation, according to German law, only one holding and one subsidiary are required, with the subsidiary giving up its economic and financial independence [32].

In the workplace, there is an underlying organizational culture that cannot easily be changed, relying on deeply rooted values and assumptions that are often not conscious to the management and employees [33]. Workplace culture is linked to employee engagement and performance. Employee orientation, i.e., giving employees opportunities to participate, offering social support, showing appreciation, etc., brings about these positive effects [34]. In this way, the material conditions in the company may not be changed, but leadership and health behaviour can be influenced all the more effectively and positive behavioural changes can be brought about, which in turn has a long-term effect on the relationship-oriented conditions [35, 36]. Change according to Lewin [37] is managed in three phases: unfreezing, changing, refreezing. As change is being instated, the stabilization phase is short or completely absent. Accordingly, Kotter [38] outlines eight phases of change management [39].

Salas et al. [40] build up on the evidence that organizational development works through training and emphasize that how the intervention is designed, delivered and implemented matters (what matters before, during, and after the training). Examples are provided of how total workers health interventions can be structured for simultaneous improvements in safety, health, and well-being than the alternative of separately employing more narrowly focused programs to change the same outcomes in serial fashion [41]. To address employees’ mental health with organizational interventions in the psychosocial work environment, recommendations for future research relate to use multilevel research designs, i.e. group-level constructs and measures, expand investigations to the organizational level and develop multilevel approaches to intervention design, implementation and evaluation [42]. The systems approach of change management for workplaces illustrates that change cannot be implemented partly but must be holistic in nature by taking all the interrelated variables (e.g., people, tasks, design, culture, technology, and strategy) and their influence on each other into consideration [43].

Objectives

Research states the benefits of implementing mindfulness at work. Still, there is limited research regarding how new working conditions are met by means of expanding technology. Not at least to meet the extending digital working conditions, it seems to be mandatory to include a digital component for mindfulness-based interventions, but additionally aspirational in terms of its evident effectiveness. Addressing these gaps is significant for theoretical, empirical development, and practice of mindful workplace interventions, because technology has become indispensable in the working world. Hence, the aim here is to answer the question: How can digitally-supported, mindfulness-based interventions be integrated into the corporate context?

When changing a system, several variables should be taken into account according to the framework conditions of the setting. Current literature lacks practical guidelines from relevant perspectives for the different phases of the mindfulness implementation process. For this purpose, a qualitative study was set up to demonstrate the considerations required for stakeholders who could be interested in implementing such interventions at workplaces, focusing on large corporations. The study sought for multi-level recommendations of an exemplary integration process, eventually, a change management process, that could provide the basis for action guidelines beyond an assessment of the feasibility based on the data material.

Incorporating corporate change enhances our understanding of the organizational dynamics and fosters sustainable effects of well-intentioned interventions. The current study extends our knowledge about mindfulness interventions by elaborating on the challenges and success factors before, during, and after implementation into the workplace from a trilogy stakeholder i.e. expert perspective, respectively, employees, employers, and consultants.

With the aim of generating hypotheses for the implementation of digitally-supported mindfulness in the workplace, qualitative research methods are applied. Qualitative research methods allow to uncover deeper, hermeneutic structures, which underlie the spoken and transcribed statements. Additionally, the systems theory approach reveals the features within complex systems. Therefore, this study is explorative in nature, in order to frame hypothetical questions within a thought experiment on the potential of mindfulness practices and to develop guidelines based around the hypotheses. Semi-standardized guided interviews (Appendix I: Interview Guidelines) with experts were used to examine the implementation process via systems theory and to evaluate the feasibility of integrating a digitally-supported, mindfulness-based intervention into the large corporation setting.

Derivation and explanation of the systems theory approach as a method

Systems theory is an interdisciplinary study of systems as they relate to one another within a larger system [44]. One key concept of systems theory, regardless of the discipline to which it is applied, is that the whole is more complex than the sum of its parts [45]. This implies that when holistically examining how smaller systems come together to affect the greater complex system, certain characteristics of the whole (the complex system) cannot be easily explained or rationalized when looking singularly at any one of its systems — its parts. Hence, systems theory seeks to explain and develop hypotheses around characteristics that arise within complex systems, which could not arise in a single part within the whole [46].

Combining technology-driven devices with mindfulness reveals a new area of concern in enterprises, which is difficult to assess from a single scientific point of view. Systems theory was initially developed for describing systems from various paradigms [47]. Hence, using an approach that allows for integration of (at least) both, technology and mindfulness, is necessary for the purpose of this study.

Furthermore, as indicated above, corporations are assumed to change on a constant basis due to environmental changes, such as technological advances. Environmental changes induce transformation processes within the organization [46]. Considering the exchange taking place between organization and environment, a system is regarded as open. Taking the transformation processes as well as the constantly changing conditions into account reveals the necessity of a system-environment differentiation [45]. The organization differentiates itself from the societal system, the team as a subsystem differentiates itself from the organization and the single employee from the team [46]. This difference is incorporated as a given condition of the different organizational levels. Transformation processes are assumed to be used on those different organizational levels since implementing mindfulness does not solely affect individuals but instead the organization as a whole. Therefore, systems theory is also applied because its ability to differentiate between assessment of the input, throughput, and output of transformation in the workplace’s culture.

The present study aims at implementing systems theory within expert interviews by asking about input, throughput, and output for a digitally-supported, mindfulness-based intervention in a large corporation setting. The consideration of different levels and parts within transformation processes in organizational systems encourages the use of systems theory as a method in the study design.

Expert interviews, extraction, and qualitative content analysis

For the interviews, mindfulness and technology experts were recruited through the researchers of this study as key informants. The authors were contacting their professional social networks connected through working with mindfulness. Reporting from experience in mindfulness or information technology for a minimum of ten years was a criterion for the interview candidates. Experience in working in or with large corporations including 500 employees or more was a criterion for selection as well. The experts were contacted via E-Mail or social media platforms like LinkedIn. The convenience sample consists of 15 respondents with and without management positions, including: founders, managing directors, consultants, trainers, coaches, authors; self-employed as well as employees. The number of experts was targeted to saturate the required amount of data just to answer the research question. The interviews were held by SJSW and recorded with one expert each via Zoom, mainly in German, as this was the native language of the experts and interviewers; then, the relevant parts of the interviews were translated into English within the analysis process, using DeepL as a software. The time of the interview was set at one hour and structure was kept consistent due to cross-interview guidelines (Appendix I: Interview Guidelines). A short questionnaire was dispatched via E-Mail to the interviewees, including questions pertaining to expertise, a scaled, self-assessed compatibility report on mindfulness and digitization, and socio-demographic data (Appendix II: Short Questionnaire). The questionnaire provides a description of the sample (Table 1).

The systems theory approach was implemented into the interviews by asking the interviewees about the three phases of integration (input, throughput, and output), imagining a digitally-supported, mindfulness-based intervention would be integrated into the large corporation they are employed at or working with.

The established audio material was transcribed into text with the help of f4, an audio transcription software. The same program supported the interpretation process, especially coding and citing. Coding was done by SJSW. The coder is experienced and qualified in qualitative social research methods, verifiable in a university degree in social sciences including empirical social research. The material was analysed through different methods. Qualitative content analysis was used to synthesize and present the information in set categories. In a first step, the general understanding and interaction of mindfulness and technology in the workplace were explored. The results of this first analysis are presented in another paper [48]. In order to allow for the inductive inclusion of further categories, the predefined category system has been extended. Inductive derivation was used for describing the large corporation setting, as it was not queried directly. The elaboration of input, throughput, and output from different organizational perspectives was done by means of extraction according to Mayring [49]. Explication and context analysis with inference to the additionally transcribed material was used for some terms and text passages requiring further explanation [50]. Through paraphrasing, generalization, and reduction according to Gläser and Laudel [50] a table established as a summary of the results (Appendix III: Summary). For the final evaluation of the feasibility, scaling analysis by Mayring [50] has been applied to classify low-moderate-high.

Study population

Table 1

Description of the sample consisting of experts in mindfulness and digitalization
Mean AGE	38,75 (Missings = 3)
SEX (f/m)	4/11
Mean EXPERTISE „Mindfulness“ (low = 1 to high = 10)	7,43
Mean EXPERTISE „Digitalization“ (low = 1 to high = 10)	7,36

The sample consists of 15 respondents with a mean age rounded up to 39; however, the male gender is clearly over-represented (11/4). On a scale from 0 to 10 the respondents rank their expert level between 7 and 8 on average; this ranking applies to mindfulness as well as digitization. To state the integration process of a digitally-supported, mindfulness-based intervention in the setting, within the analysis process experts have been summarized in three clusters, which occur from their job positions: a) employee = 3, b) employer = 5, and c) consultant = 7.

The study period took place between 2020 and 2021 over a time period of six months, duration for each interview averaged at 45 minutes. The part of the interviews that served as the basis of the research question took about one quarter of the time, while the other part was relevant for explications.

Corporate context

First of all, the large corporation setting the experts refer to, must be defined to better understand the corporate context, where a digitally supported mindfulness-based intervention will be embedded fictitiously. Characteristics of the setting in regard to such interventions mentioned in the experts’ statements have been extracted and are summarized in the following paragraphs:

In large corporations in particular, organizations often "lock themselves in tightly" with rigid structures, which inhibits to act and adapt quickly. In order for operations to run well, large organizations require a relatively large number of (formal or informal) agreements based on the division of labour, among other things, such as core working hours. As an individual, it is therefore more challenging to bring issues forward. On a team level the power of the individual may still be enough, but in collaboration with departments, the board especially, to bring issues forward as an individual can become difficult. "That is, I actually think that with a larger organization […] it increases and it becomes more difficult to live your own practices and your routines for yourself as well." (M35783, para. 23). While in "[...] the small companies [...] if you have a really motivated person, you also have it quickly in the overall company." (M3689-3, para. 44). So the challenge is that, if a group in a large corporation really wants mindfulness to be lived at the overall group level, it needs a lot of patience and maybe also a certain humility because of the rigid structures, despite the otherwise beneficial framework conditions. The advantage is that the large corporation has the means to approach changes strategically, such as bringing in an expert. Small companies are more dependent on the motivation and commitment of individuals if they want to implement such transformative measures. "I think the advantage of a large corporation is that the initial spark that it always needs - now in terms of budget - that it doesn't go so beyond the scope. A corporation always has the budget if it wants to." (M3689-3, para. 42).

How digitally-supported mindfulness can be implemented in the corporate context (from employees’, employers’, & consultants’ perspective)

1. Input

a. From an employee's perspective (3), it appears to be important to involve the works council (German statutory employee representative committee) from the beginning. To the experts speaking as employees it is a necessary prerequisite to allow mindfulness training during working hours, which should be viewed as an investment by the employer.

It is feared by the employees that employers are aiming for more workload per employee by implementing mindfulness at work, because of improved focus through mindfulness training potentially increasing productivity. To prevent this impression, experts suggest general communication on platforms and channels within the company to report from experiences with mindful practices and extend invitations for mindfulness interventions.

Speaking from an employee's perspective, experts also mention that the language of the company should be considered when designing strategy, program, and communication (ex. "mental fitness program" for creators or engineers). Gaining identification, commitment, and motivation from employees is crucial. Therefore, it seems important to provide an appropriate explanation of the topic and connect it to issues that concern workers (e.g., by addressing sleep problems if prevalent), in order to get as many employees as possible on board.

b. From an employer’s perspective (5), even before the decision to implement a digitally-supported mindfulness-based intervention in the corporate context, certain things seem necessary to be evaluated, such as data protection, data security and the added value. Budget must be clearly calculated beforehand. The experts list strategic and conceptual considerations, like appearance, formal structure, informality, process top-down or bottom-up, and defining the goals. In this context, an overload with additional tools, half-heartedness with mindfulness-based interventions that are not embedded, would inhibit successful outcomes from the experts experience and has to be prevented speaking from their perspective.

As they are experienced in mindfulness in their executive position, the experts speaking as employers report that due to the preconceived notion of spirituality the demystification of mindfulness is aspirational for successfully implementing mindfulness-based interventions in the overall company and evoking maximum acceptance. This can be done with videos, articles, via groups on the intranet, events, and lectures in event formats. Google’s concept for mindfulness at work "Search Inside Yourself" [51] can be used as an example recommended by the experts, when speaking from an employer’s perspective.

Leading mindfully by example in top-management (appearance) and adaptation to corporate culture formally and informally is being stated as success factors. Furthermore, the experts proposed the use of available resources and the integration of the intervention into existing formats, linking digitally supported mindfulness to the tools of the target group. They also proposed the integration of mindfulness in team challenges, enriching it with gamification. The initiative from different levels is named as necessary input by the experts. They suggested appointing responsible persons, sponsors, role models, using the pull effect to implement mindfulness. Cost coverage as one prerequisite for barrier-free access seems to be a required input, if the company really wants to instill mindful behaviour. Apparently, strategic partnerships, communication, stage, speakers, storytelling, online/offline events should be considered. Cooperation with external providers appear to be useful, even though illustration of the problem at the own company is suggested.

It can be observed that this might be an opportunity to put "higher, faster, further" as an internalized attitude in business generally in perspective. Raising awareness, especially when targeting the mindset of managers, top-down then bottom-up, is recommended by the experts speaking from this perspective.

c. From a consultant’s perspective (7) it could be observed to be required that in the beginning, the company’s goals when implementing mindfulness have to be defined. The consultants reported to align their offers with these goals. The experts recommend avoiding overreaching, i.e. realizing that not everyone will be reached, as mindfulness is not for everyone. Mindfulness training should not be obligatory but voluntary; the decision whether to take part or not should be made by the employee (if 10% participate, their experience shows that this is a success).

The intervention is recommended to be tailored for the setting, addressing the employees’ needs. It could be observed that the initial ignition and responsible persons have to be components of the integration process of a mindfulness-based intervention from a consultant’s perspective. The interviews reveal that a survey can serve as a tool for identifying (already active) mindful groups to use as a starting point. Surveys are also reported to help identify challenges to overcome, evidence for (re-)directions throughout the whole process. For the experts speaking as consultants, it is necessary to recruit employees through introductory/basic events, making them aware of the benefits. The data material reveals the sensitization for self-control, stress reduction, space between stimulus and reaction as potential content for mindfulness trainings. Investment by the employer in the form of working time is recommended as a prerequisite for success. Named aspirations to successfully implement a mindfulness-based intervention that should be incorporated by the stakeholders are: confidentiality and sustainability.

For a mindful atmosphere, natural furnishing made from wood with several plants is mentioned to provide supportive effects, as well. Technological support appears to be used to achieve more reach, reduce costs, and allow for the possibility of advertising to the outside world. For digital support, e.g., via an app, in-house development is preferred. This is to prevent, to just buy an app without integration, adopting the trend blindly. Train-the-trainer as a concept is suggested for building internal competence/multipliers. It is recommended to use the relationship level, role model functions, and educational work (avoid taints of spirituality as well as productivity increase). Self-evidence, space, time, and motivation are named by the experts as conditions to be created.

It is advised to prepare communication of the upcoming change with experience reports. Resources, awareness of change, commitment at all levels, quality, and controlling are mentioned as prerequisites for success. To fully integrate mindfulness in the organization, patience and humility is required, as one expert estimates a minimum of five years for the permeation. The consultants also mentioned "Search Inside Yourself" [51] as a reference program.

2. Throughput

a. The experts as employees (3), state that throughout the implementation process, the management, human resources and the works council operate as stakeholders. During times of economic crisis, experts assume it will be a challenge regarding costs, as developing technical skills will be prioritized over soft skills. Some recommendations, which have been seen to make the most positive tangible impact are: the launching of a mindfulness-based intervention, trial trainings, providing background information, and learning nuggets (mediating content in small bits). Experts list social media, group chats, experience sharing, and regular meetings as crucial for the success of the intervention. In order to keep motivation high, experts likewise recommended guidance with explainer videos. Routines, regular updates (between individuals, teams, and levels) and building a cross-community are all stated as tools to let it grow in the company. Moreover, leading by example, naming a sponsor, and grassroots effects, are viewed as potential drivers. Digital support with reminders, which allow users to track success, is also defined as throughput within the integration process.

b. The experts as employers (5) suggest a funnel event (introductory event with further formats) for the perpetuation of the mindfulness program in the setting. It is suggested to further anchor it into the organization's program and integrate it with onboarding human resource processes. Although they advise mindfulness training be analogue as opposed to digital, they name various digital formats (LikedIn Learning, TED Talk, self-organized peer learning, self-assessment, "Working Out Loud" [52]), apps (white label), journals, reminders, the introduction of apps in small groups; and advise these implementations should be rolled out for more sustainability. Lobbying of stakeholders within and between organizations is considered a tool for success with mindfulness programs. Nevertheless, authenticity, communication, and sharing practical experience throughout the integration process is indispensable. The experts suggest a basic package with a possible upgrade for the individuals of the organization. An overall index developed through regular inquiries can serve as a tool to identify the current status and needs of employees. Based on the survey’s results, specific gains of mindfulness like focus or empathic communication can be pushed. As an ongoing throughput, the experts also recommend tracking and rewarding employee activity. The experts state that it ultimately comes down to leadership, culture, and budget. Furthermore, they also state the option to let the mindfulness program become a product (like SAP did [53]).

c. The experts as consultants (7) state a "grassroots initiative" as one opportunity to implement mindfulness-based interventions in organizations, meaning a bottom-up integration process. Next to the department of human resources and organizational development as eventual stakeholders, all employees as well as health insurances and employee's social environment are mentioned. Furthermore, a commission of multipliers with corresponding incentive/working time can be useful for the advancing integration process. On the other hand, the involvement of management, a mentor at upper management level with own experience and the role model function of managers is stated as crucial by the experts for the sustainability of mindfulness in the corporation.

Experts recommend hosting an event series, such as mediating neuroscientific basics of mindfulness. To create authenticity as well as to adapt the fashionable topic to the organizational environment, experts suggest involving the marketing team or an agile coach. Digital support through an app, especially for guidance independent of location, is likewise recommended, as it allows for the digital solution to be adapted to the technical infrastructure. A communication channel for announcements and experience reports with multipliers as well as incentives, such as rewards for the participation, should be developed. Additionally to inspirational best practice solutions, mindfulness should be integrated in interventions like teambuilding and regular meetings (mindful meetings). Obtaining feedback from departments, motivating and mentoring are suggested for the success of the intervention. The interviews reveal that this is a change management process, which means that not imposition but the commitment at all levels and eventually the practice in everyday work life is decisive.

3. Output

a. From the employees’ perspective (3), potentially triggered output named by the experts could be: improved interactions, productivity and culture, less sick leave and internal resignation. As a best practice it is reported:

A mindfulness app that is already in use at our company has two consistent uses in our day-to-day business. First, at a set time each day, there is an opportunity to meditate together using the app, thereby encouraging our own formal practice. Second, meetings are started with a ‘Mindful Minute’ that the app guides. In addition to these two moments of use in everyday work, the app can also be used for private practice sessions at any time if needed. At our company, we average about 2 meditations per colleague per week using the app. (W25952, para. 43).

All in all, the result seems a win-win for employees and employers by the experts.

b. From the employers’ perspective (5), health and efficiency, satisfied employees, and improved performance are reported as realistic outputs. Executives have to exercise patience though, because

[…] when I look at the classic C-level in a company, they are so KPI-driven and so numbers-driven that they say: ‘If we don't feel a concrete increase in work within twelve months, then we won't do it again,’ and in principle you need people who say: ‘I think this is morally important, corporate responsibility, and we have to try it out for three years, because before that we don't have any figures anyway. And we have to provide money for that.’ […], the process would involve a budget, a cultural asset, a management culture and a responsible person, and the result would have to be some kind of happiness score. And that would take three years, I would almost say. (M3079-2, para. 52).

c. From the consultants’ perspective (7), data reveals primarily soft human-related, non-tangible results with no direct correlations with business success. In the long run, prospective outcomes by the experts are: more attention, productivity, flow, improved well-being, resilience, better conflict and stress management, engagement, increased performance, calmness, balance, improved sleep, more quality time with family, helping people help themselves. Nevertheless, a consultant recommends keeping in mind, that

[...] the more you make your employees resilient and mindful employees, it can also happen to you that this may have effects at the first moment, which were perhaps not necessarily the effects that you wanted to have. So the more people consciously turn inward that can simply result in decisions being made for oneself. […] ‘Am I at all at the correct place? Am I doing the right task here? Do I want something else?‘, so maybe I also demand things then, say so resilience also includes, for example, quite clearly, also knowing one's own limits. (M3689-3, para. 92).

Feasibility

Topics such as mindfulness are often conceptually affiliated with the human resources department and organizational development. From the experience of the experts, it is recommended that for corporate communications, in addition to multipliers, a mentor in a higher position be appointed to speak on the topic from their personal experience. It is also suggested that a test field be set up first. Experts recommend having roughly 50 employees as a starting size for such interventions. Due to the structures within large corporations, experts from different perspectives recommend that mindfulness-based interventions are initially established within status groups so that, for instance, managers can first gain experience with mindfulness among themselves.

Yes, especially at [name of a large corporation], this authoritarian way of thinking is still very much anchored. Yes, that's probably the case, they've also practiced it for many hundreds of years. (M?753, para. 42)

Likewise, one of the experts states that within the corporate context especially, the "large grey masses" are more likely to experience "boreout" (get bored); that these employees need a meaningful task rather than mindfulness. "[…] the classic high performers are proactively encouraged and challenged by ‘their people’ and overwork themselves with a great perspective. […] But that this [mindfulness] is really lived, where it should be lived, namely where the stress and pressure level is high, I have personally not yet experienced." (M3079-2, para. 14).

Finally, the feasibility of digitally implementing mindfulness in the corporate setting (meaning the characteristics coming along with large companies) has been scaled from low-moderate-high. All three ranking positions were indicated by experts within the analysis. There are a few clear indicators for low feasibility, several for moderate, and a few for high. Limiting factors include: rigid structures with authoritarian culture, encroachment by the employer towards the employees, and the aim of the company to increase efficiency. Data security is a concern with which the company would have to deal, as well. The experts report moderate affinity for technology in the large corporation setting. Leaders, in particular, might be more tech-savvy, while further adaptations are expected within the small steps like software updates. A successive integration starting with status groups is supposed to be successful in this setting. Budget at technical feasibility should not be a burden. Potential to manage the investment required for the intervention is rated high, while culture and reaching all employees might be a challenge in large corporation settings. Digital support for the intervention to spread and to anchor it in the company, especially to maximize accessibility, is recommended by many experts. But the digital extent of this intervention including wearables for measuring biometrics should be optional in the expert’s opinion.

For me, however, it would always be optional, because of course we are increasing the permeation of wearables, but especially in the large corporations [...], I would assume now, there are not quite so many yet. And if it were a prerequisite, then it would be more of a limiting factor. In terms of programming, it is of course even more time-consuming to bring something like this together. Perhaps the combination with wearables is also more of an expansion stage, or depending on which product, which is already on the market, if it has that - great offer! Awesome! (M35783, para. 43)

The study generated considerations for the implementation of mindfulness-based interventions (digitally supported) into the workplace, especially large corporations, through expert interviews and by using systems theory as a method.

Qualitative analysis of experts’ statements confirmed the assumption that in the large corporation setting resources for digitally-implemented and -supported mindfulness are available and, as such, are not a predominant burden. On the other hand, due to size, hierarchy levels, and patriarchal imprints of the corporation it seemed all the more difficult to permeate and overcome the established structures of an organization.

The main contribution of the analysis was the illustration of a system theoretic integration process in the setting via input, throughput, and output from different perspectives. Findings represent considerations for organizations to notice before implementing a mindfulness-based intervention. Taking all the arguments into account, the feasibility of implementing mindfulness in the large corporation setting has been rated on average as moderate. Merged from the multiple perspectives (see Appendix III), the considerations are condensed into recommendations for stakeholders who want to implement mindfulness in a corporate context in Fig. 2.

Helping people help themselves can be a win-win for employees and employers. The predicted outcomes for the individual and the organization are in alignment with the findings of other studies; reviews about positive impacts of workplace mindfulness on health [5, 15], original research stating significant improvements on performance as well as sleep quality through mindfulness interventions [54–56], as well as field reports on organizational benefits of mindfulness implemented in the workplace (e.g., [57]). One consideration that is mentioned as an output by the consultants is that workers become aware of what they really want and set boundaries as a result of mindfulness, which could end up in resignations as well. Stakeholders might also need to be concerned with these potential consequences of mindful empowered personnel [58].

In this study, the mindfulness-based intervention itself was not defined, even though some descriptions came through as a by-product (trainings to mediate neuroscientific basics and avoid the spiritual connotation of mindfulness), the requirements for a successful integration were explored as opposed to the interventions themselves. "Search Inside Yourself" [51], which has been mentioned by the experts several times, especially relies on empathy and emotional intelligence effected and developed by mindfulness training [59–62]. Despite the individual circumstances of a company, the right type of mindfulness training for the setting depends on the aspired goals [63]. Selecting the components for interventions needs further evaluation by the stakeholders before starting with the implementation. The scientifically founded and detailed descriptions in this study’s results complement shallow guidelines on how to adapt mindfulness for workplaces in the current literature [64].

Throughout this work, the potential of technological innovation for the digital support of mindfulness-based interventions has been outlined. As in a prior part of the interview, the compatibility of mindfulness and technology was elaborated through digital support via apps and wearables [48], this was probably still present. Simultaneously, the difficulties which come along with such interventions in the large corporations’ setting came through when the feasibility has been assessed. The experts’ concerns are aligned with findings in other projects [65]. Trackers can bear serious consequences in the organizational context, e.g., in the context of privacy, not at least that’s why artificial intelligence is prominent within political discourse [66]. The threats coming along with these technologies are as well mentioned as a reason by the experts within this study, not to fix the mindfulness-based intervention to high technology too tightly, but implementing it as an option for employees. Apart from hi-tech support, digital social media and communication tools were recommended manifold to reach and make mindfulness accessible for as many employees as possible. Analogue to the literature stated in the introduction, the personal mediation of mindfulness is perceived as important within this study.

Synthesized information for input and throughput overlapped, which indicates, that similar actions, attitudes, and interventions are needed to start and to proceed (e.g., communication, leadership). This seems plausible, not at least for the consistency in the form of similar narratives throughout the process stages. Innovations theory has concentrated on the potential for positive "diffusion" of ideas and practices, where outcomes are not only the result of being given treatment, but through social networks more broadly, interpersonal interactions, communications, and relationships [67]. Leadership qualities such as compassion, communication, and a transparent change process are decisive when it comes to the success of change [68].

Because the sample consisted mostly of consultants, the integration of the intervention is perceptibly stated as a change management process [39]. The alignment of the results with the findings from existing literature speaks for the eligibility of the experts for the purpose of this study. As the research question combined different disciplines, ranging from digitization, mindfulness, occupational setting, and change management, the systems theory approach met the requirements to satisfy the complexity of the subject [46].

This work shed light on the framework and conditions for mindfulness-based interventions at work. Occupational framework conditions for the use of digital innovations to continuously involve employees in change processes – which is part of a future-oriented health and safety management system [3] – is what this work contributed to regarding its study design including systems theory and the consideration of digital innovations. A multi-level approach (i.e. phases and perspectives) of an implementation process adapted to the specific conditions of a mindfulness intervention and augmented by the consideration of digital support is added to the state of research, diverging from the current literature in its’ granularity. The results include implications for implementing other health-promoting programs in organizations as well as in other work settings.

Within the differentiation between employees’ (3/15), employers’ (5/15), and consultants’ (7/15) perspectives, the number of interviewees was distributed unequally, and demonstrated an increasing range of stated considerations within this order. While fairness is of importance for employees, a guarantee of the added value was crucial for employers (see Appendix III). As a successive acceleration in the range of considerations, the consultants took more aspects into account in their statements. Maybe due to a predominantly systemic education background of consultants [69], who constitute almost half of the responding experts (7/15), awareness of the organizations’ culture and accompanying change processes were prevalent throughout the analysis, which we believe is for the benefit of this study.

The experts engaged in the thought experiment, however, this does not conform to all the aspects of systems theory, as there are more key concepts to consider. A reference to systems theory was made by using the concept of transformation processes [46].

Besides the convenient composition of the sample, the underrepresentation of the female gender within the study population must be mentioned as a further limitation for the replication of the recommendations. Measures were taken according to qualitative research standards to maximize inter-subjectivity and minimize imprecision of the generated recommendations, i.e. interview guidelines, extraction and qualitative content analysis according to the research standards. Interrater reliability, what would have additionally extended the quality of the study’s results, has not been calculated due to one eligible researcher coding the data material [70].

The study evokes further research on correlations of digitally-supported, mindfulness-based intervention effects, such as health as well as long-term business success factors. For instance, these insights would be gained from evaluations of interventions based on the stated action guidelines.

The study adds worth knowing to the current literature of workplace mindfulness by systematically pointing out how to integrate a digitally-supported, mindfulness-based intervention into the corporate context.

Even though the results are not replicable without further ado, the qualitative study disclosed considerations in an exemplarily recorded change management process particularly for the integration of mindfulness-based interventions into workplaces, which should be integrated with caution. Common sense was prevailing about the effectiveness of mindfulness and its’ implementation in the workplace setting. Especially in the large corporation setting, due to the existing resources in the company, the integration of a mindfulness-based intervention considering the findings of the study could be worth a try. The trend has not yet reached the higher hierarchy levels of this setting apart from exceptions according to the experts’ assessment.

A reference to systems theory was made via input, throughput, and output, which was just appropriate for the aim of this study. The explorative findings turned out to be mostly challenges and success factors that demonstrate how to implement mindfulness at work, and therefore provided the basis for action guidelines to arise. These scientifically deduced guidelines from sources experienced in practice give valuable orientation and inspiration for large corporations and other employers as well as other stakeholders who want to integrate health-promoting mindfulness interventions with long-lasting effects at workplaces.

Further, the study sought for exploring the considerations to be taken into account for the digital support of mindfulness interventions with regard to the expanding digital working conditions. This study eventually completes current research also with findings about the chances and limits of digital support for mindfulness-based interventions at workplaces from different organizational perspectives.

Funding

The authors declare that no funds, grants, or other support were received during the preparation of this manuscript.

Competing interests

The authors have no relevant financial or non-financial interests to disclose.

Authors’ contribution

All authors contributed to the study conception and design. Material preparation, data collection and analysis was performed by Sammy J. S. Wrede. Sophie C. Sobke supported data analysis, methodology and validation. Maren M. Michaelsen and Tobias Esch supervised the process. The first draft of the manuscript was written by Sammy J. S. Wrede and all authors commented on previous versions of the manuscript. All authors read and approved the final manuscript.

Data availability

The data that support the findings of this study are available from the corresponding author upon reasonable request.

Ethics approval

This study was performed in line with the principles of the Declaration of Helsinki. Approval was granted by the Ethics Committee of University Witten/Herdecke on 23rd of January 2020 (No. 233/2019).

Consent to participate

Informed consent was obtained from all individual participants included in the study.

Consent to publish

The authors affirm that human research participants provided informed consent for publication of the original quotes in the article.

Acknowledgements

The authors thank the experts for making themselves available for the interview without any compensation.

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

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Abstract

Figures

Introduction

Background

Mindfulness at work

Digitally-supported, mindfulness-based interventions in a corporate context

Managing change and workplace culture in large corporations

Objectives

Methods

Derivation and explanation of the systems theory approach as a method

Expert interviews, extraction, and qualitative content analysis

Results

Study population

Corporate context

Feasibility

Discussion

Limitations And Future Research

Conclusion

Declarations

References

Appendix

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