Experts' observations on the requirements for and outcomes of workplace mindfulness programs: A qualitative study

The findings derived from quantitative research indicate that mindfulness possesses a valuable potential for fostering the health and well-being of employees, as well as facilitating organizational change. However, despite the perceived objectivity and comprehensiveness often associated with quantitative studies, quantitative investigations are constrained by i) their ability to only portray predefined changes measured through questionnaires, and ii) their inability to elucidate the contextual factors that facilitate the sustained cultivation of mindfulness within an organization.

We undertook a qualitative study with the aim of uncovering novel facets concerning the prospective influence of mindfulness integration in the workplace, and identifying the determinants contributing to its long-term establishment.

We employed a qualitative research approach comprising sixteen expert interviews and a critical friend interview with mindfulness experts working in small to large organizations. Subsequently, we employed a data-driven qualitative content analysis.

The findings from the expert interviews revealed three key outcomes of mindfulness integration in the workplace: strengthening of individual competencies (e.g., presence), improved understanding of work meaningfulness and positive affect (e.g., joy), and fostering a more positive work atmosphere (e.g., gratitude). Additionally, the requirements for establishing mindfulness in the workplace can be classified into three categories: organizational structure (e.g., designated places), organizational culture (e.g., transparency), and mindfulness program structure (e.g., transferability).

These findings help to generate new hypotheses about the efficacy of mindfulness at the workplace, can support scholars to advance this line of research and provide guidance for practitioners considering implementing mindfulness (interventions) for employees.