The concepts of “mindfulness” and “transformational learning” arise from several domains (i.e., traditional and positive psychology, organizational and social sciences, human and organizational learning and development) and are researched within numerous contexts. Given the need to be sensitive to the complexities of multiple levels for analyses (Hitt, Beamish, Jackson, & Mathieu, 2007), our discussion of individual mindfulness in organizations is centered on the micro level of analysis. This construct of individual mindfulness differs from two constructs at the macro, or organizational, level of analysis: “collective mindfulness” – the practices and processes high-reliability organizations employ to increase organizational reliability – and “mindful organizing” (Langer, 2000; Weick & Putman, 2006; Weick & Roberts, 1993; Weick & Sutcliffe, 2007; Weick, Sutcliffe, & Obstfeld, 2002).
Barner, R.W. and Barner, C.P. (2013), "The Role of Mindfulness in Fostering Transformational Learning in Work Settings", Bakker, A.B. (Ed.) Advances in Positive Organizational Psychology (Advances in Positive Organizational Psychology, Vol. 1), Emerald Group Publishing Limited, Bingley, pp. 189-210. https://doi.org/10.1108/S2046-410X(2013)0000001011
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