Beyond Mindfulness at Work: Soul in the Workplace

Richard Barrett, author and business coach, presented at the encore release of the 2018 Mindful Leadership Summit which was presented online over 10 days from December 3-12, 2018.  Richard’s presentation, Soul in the Workplace: the Future of Mindfulness at Work, brought a new frame of reference to the discussion of mindfulness.  He argued that meditation and mindfulness constitute the journey, while “soul awareness” is the destination.  He puts forward a seven-stage development framework illustrating the journey and its destination.

After many years researching and writing about the evolution of human values in society and organisations, Richard contends that the next phase of the development of mindfulness at work is, “Soul in the Workplace”.  His insightful and integrative thinking has led him to reframe the proposition, “I have a soul” to “I am a soul”.  

Soul awareness

Richard drew on his experience at the World Bank where a “spirituality group” morphed into a mindfulness group focused on “soul awareness”.  He argues that beyond the three-dimensional reality that we all have access to, there is a fourth dimension of “soul awareness” which involves awareness of an individual’s existence within a universal energy field.

Richard argues that a person’s “soul” is the “individuated aspect of the universal energy field”.  In other words, we are each an incarnated soul that is an individual expression of the universal energy that surrounds us.  Many studies of human anatomy support Richard’s contention that our body, brain and mind are energy fields and that we are surrounded by energy fields, e.g. sound energy utilised in sound therapy,  or energy transfered through touch.  

The concept of the Seven Chakras, which has existed for thousands of years, identifies the location of energy centres in the body.   Similarly, the concept of Qi (Chi) in Chinese Medicine relates to the energy flow in the body that is activated by acupuncture through needling of specific points on a person’s energy “meridians” (pathways).

Personal development stages 

Richard suggested that our life journey involves seven stages involving different levels of consciousness.  The developmental stages are illustrated in the Barrett Model.  The model draws on the earlier work by Erik Erickson in identifying the stages of psychosocial development.  The stages identified by Richard can be summarised as follows:

Stage 1 – Focus: Basic need to survive – the reptilian brain (the most primitive part of our brain) is dominant.

Stage 2 – Focus: Conformity to achieve a sense of belonging and being loved -limbic system (where our emotions are centred) is dominant.

Stage 3 – Focus: Personal integration and group acceptance – designed to achieve recognition as an individual together with identity as part of a group.

Stage 4 – Focus: Personal identity (individuation) – breaking free of conformity to parental and societal controls to explore autonomy and freedom.

Stage 5 – Focus: Self-actualisation – finding meaning through self-expression utilising gifts and talents.

Stage 6 – Focus: Making a difference – through connecting with others whether spontaneously with other individuals or as part of an ongoing group.

Stage 7 – Focus: Contribution through selfless service – utilising unique knowledge, skills and experience for the greater good.

According to Richard, regression at any one of the stages can lead to ongoing problems as we seek to realise soul awareness and “soul activation” which can be interpreted as “living a values-driven, purpose-driven life”.

Developing soul awareness and soul activation

Richard suggests that our core problems underpinning maladaptation have their origins in the frustration of the needs pursued in the first three stages.  The resultant developmental blockage can be perceived as the “shadow” discussed by Robert Masters and explored in my previous blog post.  in contrast, stage 4 (individuation) places a person on the pathway to soul awareness in that it involves a person moving beyond a self-absorbed, ego focus.

The last three stages of personal development – self-actualisation, making a difference, and contribution – are about soul activation, pursuing our true life purpose.  In his book, What my soul told me (available as an inexpensive eBook)Richard identifies detailed processes to move beyond self-absorption to soul awareness and soul activation.

Soul in the workplace

Richard, through his writing, public speaking and consultancies, has worked tirelessly to bring soul awareness into workplaces around the world.  He has pursued this goal through a focus on developing values-driven and visionary leadership, organisation culture transformation and whole system change in organisation.  He maintains that organisations do not transform, people and leaders in them transform themselves and in the process change the level of consciousness in their organisation.

As we grow in mindfulness through meditation and mindfulness practices, we can move beyond self-absorption, progress in our psychosocial development and achieve a values-driven life that enables us to achieve our true life purpose.  Our positive energetic field can have a real impact on everyone we encounter throughout our day.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of MemoryCatcher on Pixabay

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Action Learning, Mindfulness and Mental Health in the Workplace

Over the past few months I have been exploring the linkages amongst action learning, mindfulness and mental health.  I have found that action learning and mindfulness are complementary and enable the development of an organisational culture that is conducive to mental health. The image above represents my current conceptualisation of the relationships amongst action learning, mindfulness and mental health.

Mental illness in the workplace

The pressures of modern life have led to the increasing incidence of people in the workplace suffering from mental illness.  This is compounded by the increase in the number of narcissistic managers.  My own experience of consulting to organisations over many years has highlighted for me the urgency of taking action in the area of mental health in the workplace.

One particular consulting experience involved helping a manager and their group to become more effective.  The senior manager exhibited high levels of narcissistic behaviours, the middle manager –  while sincere and very conscientious – lacked self-awareness and interpersonal skills and one of the team leaders was suffering from Asperger Syndrome.  This workplace environment was toxic for the mental health of all involved, including myself as a consultant.

Action learning and toxic work environments

In the course of my research and work as an organisational consultant and academic, I came across an action learning intervention in an educational context in South Africa that addressed the mental health issues resulting from a toxic workplace.  This doctoral study has been published in article form and is described in my post on overcoming a toxic work environment through action learning.

Around the same time, I had the good fortune to study another doctorate that addressed the trauma experienced by midwives in a hospital in New Zealand.  This research used action learning to change the culture from a punitive one to a culture that supported health professionals suffering trauma, reduced the impact of the traumatic event and enabled them to be more resilient in the face of the trauma experience. I discussed this case in my blog post on agency through action learning.

Creating a mentally healthy workplace through action learning

Reflecting on these two studies about action learning and toxic workplaces raised my awareness of the positive mental health implications of the action learning-based, manager development that I had been conducting with my colleague, Julie Cork, over more than a decade.  I came to conceptualise that manager development program as creating a mentally healthy workplace through action learning.  The perception of this program as developing a culture conducive to mental health in the workplace was reinforced by a report by two lawyers titled, Mental Health at Work.

When facilitating the Confident People Management (CPM) Program with Julie, we have the participating managers identify the characteristics of their worst and best managers.  Then we ask them to identify their feelings when working for the best managers and then when working for the worst managers.  Over more than a decade there has been almost unanimity over more than 80 programs in terms of the relevant managerial characteristics and the resultant feelings of subordinate staff.  This is independent of whether the participants are from the capital city or regional areas and does not differ substantially amongst participants of different occupations and professions – whether the participants are police officers, doctors, lawyers, scientists, mental health professionals, nurses, hospital managers or public servants engaged in child safety, accounting or marketing roles. Participant managers know intuitively what managerial behaviours are conducive to mental health and what are injurious.  We set about in the CPM to develop the characteristics of “good managers” in the program.

Mindfulness and mental health in the workplace

The research supporting the positive impact of mindfulness on mental health and its role in overcoming mental illness is growing exponentially.  The ever-growing research base in this area led to The Mindfulness Initiative in the UK and the creation of the Mindfulness All-Party Parliamentary Group (MAPPG).

The benefits of mindfulness for mental health in the workplace were then documented in two very significant reports, Mindful Nation UK and Building the Business Case for Mindfulness in the Workplace.  I have discussed this proactivity in the UK and the associated reports in a post, The Mindfulness Initiative: Mindfulness in the Workplace.

The Mindful Nation UK report incorporates feedback from the Trade Union Congress (TUC) which argues strongly that mindfulness alone will not solve the problems of toxic work environments.  They contend that organisations need proactive interventions (not just isolated mindfulness training) to ensure that organisational culture is conducive to employee well-being.  I have argued that action learning is an intervention that can develop a culture conducive to mental health.

In my discussions I take this conclusion one step further by contending that action learning and mindfulness are complementary and contribute to mental health through the development of agency and self-awareness.

Action learning and mindfulness as complementary interventions.

Reflection is integral to action learning and some mindfulness practices rely on reflection on events and personal responses to build awareness.  I have discussed the similarities and differences in these reflective practices within the two approaches in a post titled, Mindfulness, Action Learning and Reflection.

Elsewhere, I have shown  how action learning can contribute to the development of mindfulness through “supportive challenge”, mutual respect, equality and “non-judgmental feedback”.  This discussion is available in a blog post, titled Developing Mindfulness Through Action Learning.

After discussing the complementarity between action learning and mindfulness, I wrote a reflection on the previously mentioned action learning intervention designed to change a toxic work environment in an educational setting.  In this reflection, I discussed how mindfulness training could have helped the participants to exercise more fully the responsibility that came with agency.  In a subsequent post, I looked at how mindfulness expands our response ability.

In a further reflection on both the doctoral studies mentioned above, I highlighted the capacity of mindfulness to break through the “conspiracy of silence” about mental health in organisations and to strengthen both self-awareness and resilience.

The complementarity betwen action learning and mindfulness in terms of developing a culture conducive to mental health comes into sharper focus when we consider the contribution of each to “agency” and “self-awareness” in the workplace.

Action learning and mindfulness develop agency in the workplace

Drawing on the work of Tali Sharot, author of The Influential Mind, I have shown how agency is a necessary prerequisite for mental health in the workplace.  I have also explained how action learning can contribute to both employee agency and managerial agency.  One of the things that stop managers from providing employees with agency (control over their work environment and the way their work is done) is fear of loss of control.  Mindfulness enables a manager to overcome this fear, provide agency to employees and grow their own influence in the process.

I contend further that mindfulness enables agency to be sustained in the workplace for both managers and employees.  Managers are better able to realise their potential by “letting go” and enabling employee agency.  Employees, in turn, build their capacity to take up the agency provided through their own pursuit of mindfulness.  “Sustainable agency” is an organisational condition that provides a nurturing environment for managerial and employee growth and for the mental health of all concerned.

Action learning and mindfulness develop self-awareness in the workplace

When you look at the underpinning philosophy of both action learning and mindfulness you find that both actively work towards achieving self-awareness by removing the blindness of false assumptions, unconscious bias, prejudice, and self-limiting “narratives”.

Action learning and mindfulness can thus act together to build self-awareness, a precondition for mental health.  In the process, they provide the payoff from self-awareness in terms of increased responsiveness, creativity and self-management.  Action learning and mindfulness also enhance self-awareness by encouraging us to admit what we do not know.

As managers grow in mindfulness through mindfulness practices they are better able to contribute to action learning and to build a culture that is conducive to mental health.  Mindfulness helps both managers and employees to develop deeper self-awareness and to build their capacity to take up the agency provided, thus leading to a more sustainable organisational capacity for agency.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: Ron Passfield, Copyright. 2018

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Benefits of Mindfulness in the Workplace

The Mindfulness All-Party Parliamentary Group (MAPPG) commissioned a report titled, Mindful Nation UK.   The report covers the role of mindfulness in health, in education, in the criminal justice system and in the workplace.  It draws on research and shared experience of the benefits of mindfulness in these sectors.

Mental Illness in the Workplace

In relation to mindfulness in the workplace, Mindful Nation expressed concern at the rising costs to industry and government (estimated to be in the billions of pounds) resulting from absenteeism, unemployment and “presenteeism” caused by mental illness.  The causes of the mental illness are identified as stress leading to depression and anxiety.  The challenges of the normal working environment are also compounded by structural change brought on by the advance of information technology and robotics.

Benefits of Mindfulness in the Workplace

MAPPG was impressed by the wide range of research that has been conducted and the adoption of mindfulness in many large companies in the private, public and not-for-profit sectors throughout the UK.  However, the report highlighted the need for more in-depth research into mindfulness in the workplace and its benefits – noting that reported benefits include:

  • positive impacts on burnout, wellbeing and stress
  • improved focus and cognitive skills
  • improved creative problem-solving skills
  • better comprehension and decision making
  • improved reaction time.

Research results in specific workplaces were reported as:

  • School teachers – improved emotional skills and greater sensitivity and positivity
  • First responders (e.g. police and fire services) – quicker recovery, more sleep, less emotional reactivity and better memory utilisation and immune response
  • US companies – improvements in emotional intelligence giving rise to better decision making
  • Judiciary (US intervention) – reduced bias and assumptions along with enhanced focus, attention and reflection
  • Health professional – increase in the quality of care through improved empathy and compassion.

The 2015 Mindful Nation UK report recommended strongly that The National Institute of Health Research seek funding and undertake research to close the gap in quality research support for the benefits of mindfulness in the workplace.  The report, however, concludes from two reported studies that:

Even brief periods of mindfulness practice can lead to objectively measured higher cognitive skills such as improved reaction times, comprehension scores, working memory functioning and decision-making. (p.41)

As managers and leaders grow in mindfulness through a diversity of mindfulness practices in the workplace we should see a reduction in workplace mental illness and in the flow-on organisational and social costs.  The research needs to identify what mindfulness activities best produce specific positive individual and organisational outcomes.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of geralt on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

The Mindfulness Initiative: Mindfulness in the Workplace

The Mindfulness Initiative is a policy group that developed following mindfulness training for British MPs, peers and staff and now works with politicians from around the world.  It helped UK politicians to establish a Mindfulness All-Party Parliamentary Group (MAPPG).

It is interesting to note that the primary patrons of the policy group are Emeritus Professor Jon Kabat-Zinn and Ruby Wax, comedian, who has completed a Masters in mindfulness-based, cognitive therapy at the Oxford University Mindfulness Centre.

The Mindful Initiative also assisted the MAPPG to undertake a parliamentary inquiry into mental health in a number of arenas, resulting in the production, after 8 parliamentary sittings, of the Mindful Nation UK report.

Shortly afterwards in 2016, The Mindfulness Initiative published a new document, developed by the Private Sector Working Party, which was called, Building the Case for Mindfulness in the Workplace.   This document is the primary focus of my post.

The latter document focused on mindfulness in the workplace and provides an explanation of mindfulness, identifies the potential benefits for business and discusses workplace implementation issues and strategies.  The ideas advanced in Building the Case are strongly supported by reported research and shared experience captured in documented, organisational case studies.

It provides an excellent starting point for any organisation envisaging the development and implementation of a mindfulness program for their executives, managers and staff.  Besides individual mindfulness training, it also touches on organisational mindfulness as a cultural approach.

One significant point that Building the Case makes is that mindfulness is not the province of a particular religion, such as Buddhism.  The report contends, based on the work of Dane (2011) and Kabat-Zinn (2005), that:

mindfulness is best considered an inherent human capacity akin to language acquisition; a capacity that enables people to focus on what they experience in the moment, inside themselves as well as in their environment, with an attitude of openness, curiosity and care.

The problem of course is that with life in our fast-paced world, obsession with social media and concerted efforts by interested parties to disrupt our attention, we are fast losing the power to concentrate and focus – we increasingly experience “disrupted attention” and recent research confirms that our attention span is declining rapidly.  Additional research demonstrates that we spend almost 50% of our time thinking about the future or the past and not being present to our internal or external environment.

We also carry with us memories, emotions, prejudices and biases that distort our perception of reality.  This, in turn, results in workplace stress, mental illness and declining productivity.

The Building the Case report highlights the potential business benefits that accrue from the pursuit of mindfulness, focusing on:

  • enhanced well-being and resilience
  • improved relationships and collaboration
  • enhanced performance
  • improved leadership
  • better decision-making
  • growth in creativity and innovation.

To ensure that people approach the implementation of workplace mindfulness programs in a level-headed way, the report challenges a number of myths about mindfulness and addresses the issues involved.

Of particular note, is the emphasis on regular practice of meditation and organisational support mechanisms beyond the initial training to sustain mindfulness within the organisation.

It is clear from the research and case studies cited, that as people in the workplace grow in mindfulness and sustain their meditation practice, they experience real personal benefits that, in turn, flow onto the organisation, work teams and colleagues.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Image source: courtesy of Free-Photos on Pixabay