Uncategorized – Page 24 – Grow Mindfulness

Mindfulness and Action Learning: Building Self-Awareness

So far in this blog, I have explored how agency contributes to mental health and how both action learning and mindfulness build agency – managerial agency and employee agency.

In this post, I want to explore one of the elements that action learning and mindfulness have in common – self-awareness. To the extent that action learning and mindfulness are working towards a common goal, they can reinforce each other and, working in concert, help to transcend the barriers that impede the development of agency and mental health in the workplace.

Mindfulness and Action Learning: Building Self-Awareness

In 2013, I explored how action learning builds mindfulness in the workplace. I focused very much on the respective contribution of action learning and mindfulness to the development of self-awareness. In that blog post for our consultancy company, Merit Solutions, I concluded that action learning builds self-awareness through the norm of “supportive challenge” by peers, along with the challenge of “doing something significant about something imperative” which forces us to redefine our roles, our values and how we perceive ourselves.

I contended there that both action learning and mindfulness have a common goal of building self-awareness – freedom from false assumptions, from entrenched negative thoughts and stories and from narrow perspectives on what people are capable of achieving. This self-awareness, in turn, builds agency and mental health.

In discussing what is definitive about action learning, Reg Revans, in his book, The Origins and Growth of Action Learning, explained that action learning, involving real commitment to action in the here-and-now, causes the participants to “become aware of their own values” and entails a “voyage of self-discovery” which enables them to “fix attention upon this inner and personal self”. In the process of taking action after disclosing their own motives for change “to close and critical colleagues”, they are “obliged to explore that inner self otherwise taken for granted and never questioned”. Critical but supportive colleagues help the action learner to assess their own ideas and outcomes in an often-hostile organisation environment and this, in turn, will “purge them of any lingering self-deception”. Thus, action learning involves “development of the self by the mutual support of equals” who are also engaged in the “struggle to understand themselves”. (pp. 630-633).

Jon Kabat-Zinn, a global leader in the mindfulness movement, in an interview with Krista Tippett, stated that mindfulness meditation results in a new level of self-awareness:

…you change your relationship to who you think you are as a person and in particular to the story of who you are or think you are.

As we grow in mindfulness and engage in action learning we realise that we are on a journey of self-discovery where the limitations of our thoughts and actions are exposed and we are forced to confront ourselves and the level of alignment between our words and actions.

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Managerial Agency through Action Learning

In an earlier post I discussed how mindfulness enabled sustainable employee agency. I subsequently discussed the need to underpin mindfulness training with organisational interventions that develop managers and leaders and create a culture that is conducive to mental health and enables the realisation of the individual capacity-building benefits of mindfulness.

Building managerial agency through action learning

Previously, I discussed a particular longitudinal action learning intervention that addresses both manager and leadership development and appropriate cultural change. The Confident People Management program is designed to enhance the people management skills of managers and leaders.

One of the consistent findings about this action learning program, drawn from self-reports and external reviews, is that the action learning based, manager development program is an intervention that builds manager confidence to take up the authority and responsibility that derives from their managerial position.

The action learning based program builds managerial capacity to develop people management practices that are conducive to mental health in the workplace. Of note, is the development of managerial and employee agency embedded in the philosophy and approach of action learning.

Managers have the responsibility to improve their work environment, build the competence and confidence of their staff and establish a workplace conducive to mental health.

The authors of Mental Health at Work stress the legislative underpinning of a manager’s responsibility for mental illness in the workplace. They point, for example, to relevant Australian legislation such as:

Health and Safety legislation (which varies between States)
Common Law and related Case Law
Anti-Discrimination legislation
the Fair Work Act
Worker’s Compensation Legislation

Our experience with the Confident People Management (CPM) Program is that, despite the weight of this legislation, managers often need “permission” to shape their workplace culture and to engender employee agency through delegation, employee development and positive feedback.

The CPM Program, consistent with the action learning philosophy, incorporates a collaborative ethos and involves the participant managers in undertaking a project designed to improve the workplace environment and the way the work is done – thus engaging their employees in these endeavours which are designed to build employee agency.

Action learning, managerial agency and mindfulness

Action learning based manager development programs, properly designed, can thus build managerial agency which, in turn, activates the individual capacity-building benefits of mindfulness, seen from the perspective of both the manager and the employees.

As managers grow in mindfulness, they become confident enough “to let go”, develop deeper insight into their authority and responsibility, experience enhanced motivation and self-control to engage employees in improving both work and the working environment and, thus, creating a workplace conducive to mental health, not only for their employees but also for themselves.

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Agency through Action Learning

In a previous blog post I focused on agency and mental health – highlighting the mental health benefits that accrue when an employee is given the capacity to influence their workplace environment and to have a degree of power over the way things are done. How then does a manager create a workplace environment that is conducive to mental health through employee agency? One way to address this issue is for the manager to adopt an action learning approach.

Action learning and agency

Agency is a defining characteristic of action learning which involves learning with and through action and reflection on the consequences of your action, both intended and unintended. It is typically conducted in groups within a workplace where employees are collaborating to improve the work environment and the way the work is being done.

Reg Revans, the acknowledged father of action learning, argues that the best way to improve a workplace and the way the work is done, is to involve the people who have the “here and now” responsibility for the work. He suggests that you do not get a Professor of Medicine to solve the problems of nurses having to look after dying children – you get the nurses themselves together to explore the issues they are confronting, identify what creative solutions they could adopt and take action to implement them.

In the same way, Dr. Diana Austin found that the way to address the seemingly intractable problem of midwives experiencing trauma after the death of a baby and/or mother before, during or after birth, was to have the midwives share their thoughts and their feelings after experiencing such a critical incident.

In her presentation at the Learning for Change and Innovation World Congress in Adelaide in 2016, Diana explained that her research involved working with an “action group” of affected parties who gathered information about traumatic events and reactions from each other, from interviews with other affected parties and from external health professionals.

The “action group” identified the unconscious rules of the health professionals as the major impediment to improving the midwives’ work situation. The research resulted in the creative solution of an illustrated Critical Incidents e-book that addressed and challenged the fundamental assumptions underlying the unconscious rules. The e-book is now accessible to all health professionals throughout NZ and the world.

Diana explained that the research by the “action group” led to some key organisational outcomes:

the conspiracy of silence about the personal impact of trauma after a critical incident was unearthed, challenged and removed
destructive assumptions and unconscious rules were surfaced and challenged
the e-book support package was created and made accessible to all
new supportive processes were implemented and self-compassion was encouraged (refer: Austin et al, After the Event: Debrief to Make a Difference)
a collaborative ethos was established that replaced the old ethos of “going-it-alone’ when suffering trauma after a critical incident.

Clearly, the activities of Diana and the “action group” not only improved the work environment and the way the work was done but went a long way to redressing the potential, long-term effects of experiencing trauma, by providing a supportive environment conducive to positive mental health. In the final analysis, the action learning by the group provided increased agency through the ability to change their work environment and the way trauma of health professionals was handled.

As managers and leaders grow in mindfulness, they are better able to facilitate action learning processes within their organisation, thus increasing the agency of employees and improving mental health.

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Mindfulness: Enabling Sustainable Agency in the Workplace

In a previous post on agency and mental health, I stressed the need to create healthy workplace environments where employees had a sense of control over their workplace environment and the authority and responsibility to decide how the work is done.

Mindfulness enables worker agency by impacting positively on both the manager and the employee and thus enabling the development of employee agency – which is conducive to mental health.

Mindfulness and the Manager: Enabling Agency

Managers need to cope with their own thoughts and emotions when providing agency (some control and power) to employees. There is a natural fear of loss of control which can impede the delegation of authority and responsibility to employees. There is also the ongoing concern when things do not turn out as hoped for or mistakes are made. Managers need the self-awareness and self-management skills developed through mindfulness, if they are to remain calm and to resist the temptation to curtail employee agency to prevent any reoccurrence.

The more positive and healthy perspective is to encourage honesty when mistakes are made, to undertake a systemic analysis of what went wrong (rather than an inquisition of the individual involved) and enable all concerned to learn from what happened. This requires robust self-esteem on the part of the manager and a willingness to trust employees – a trust that helps to develop a constructive, mentally healthy environment. This does not preclude the manager from ensuring that adequate training is provided to employees to undertake the tasks assigned to them.

The manager’s calmness, self-control and empathy in an apparent crisis (developed through mindfulness practices), will inspire employees and build their trust, confidence and risk-taking as they move outside their comfort zone and take up the opportunities presented by increased agency – increased authority and responsibility over their work environment and how work is done.

Mindfulness and the Employee: Building Capacity for Agency

Mindfulness builds the capacity of employees to contribute effectively in an organisation by taking up the authority, responsibility and opportunity provided by increased agency.

Like the manager, employees need to develop self-awareness (understanding their own thoughts and emotions) and self-management (keeping their thoughts and emotions under control). It is natural for employees to feel fearful as they move outside their comfort zone (typically based on dependence) to exercise more independence and judgment.

Some employees are reluctant to agree outcomes and outputs in advance, even while having control over how they are achieved, because this freedom of choice and agency brings with it a new level of responsibility. Self-awareness and self-management developed through mindfulness, and support of an empathetic manager, can help employees to take on the responsibility associated with increased agency.

Mindfulness, too, enables employees to develop clarity in relation to their role and responsibilities while enabling them to develop creative solutions. It also helps them to build resilience, not in the sense of endurance of unreasonable demands, but in the sense of being able to bounce back from difficulties and setbacks when pursuing specific goals and outcomes in the workplace.

Relationships in the workplace are enhanced as employees develop social skills through mindfulness training and become better able to contribute to the team effort and collaborative endeavours.

Mindfulness: Enabling Managers and Employees to Build Sustainable Agency

Mindfulness, then, enables managers to offer increased agency to employees and, in turn, assists employees to take up the opportunities and responsibility that come with increased agency. These mutually reinforcing outcomes of mindfulness training, not only enhance productivity in the workplace but also employee wellness.

As Tali Sharot points out in her research-based book, The Influential Mind:

Just giving people a little responsibility, and reminding them that they had a choice, enhanced their well-being (p.98).

As managers grow in mindfulness, they are better equipped to provide the psychological and productivity benefits of giving increased agency to employees; on the other hand, employees trained in mindfulness are more able to take up the responsibilities and opportunities entailed in increased agency and to enjoy the satisfaction and well-being that results.

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Agency and Mental Health

Trade Union Congress (TUC), in their 2015 document, Work and Wellbeing: A Trade Union Resource, included concern about the management style adopted in some dysfunctional organisations and the negative impact that this had on “worker involvement, and the level of control a worker has over their work” (p.5).

Agency and Worker Participation

What the TUC is referring to here in terms of worker involvement and control over work, is often referred to as “agency” – the capacity of a worker to influence their workplace environment and to have a degree of power over the way things are done.

As discussed in an earlier post, Grow Your Influence by Letting Go, many managers are reluctant to delegate authority and responsibility for a wide range of reasons. As pointed out in the previous blog post, most of these reasons for not delegating and sharing power are not valid and come from a fear of loss of control. Mindfulness practices can help a manager to get in touch with, and overcome, these often-baseless fears.

The narcissistic manager represents the extreme case of not letting go because they need to be “in control” and will micro-manage to achieve a sense of total control, which is an illusory goal. Narcissistic managers, then, work directly against this goal of agency and deprive workers of the mental health benefits that accrue to those who experience a strong sense of agency. The behaviour of these managers in denying agency, leads to frustration, anger and mental illness.

Agency and Mental Health

The TUC report on wellbeing in the workplace, contrasts four worker situations (pp.3-5):

unemployed people – substantially higher rates of mental health illness and suicide than those employed
not employed in paid work – but who have access to a reasonable income level, and achieve lots of social interaction through community or other voluntary work – do not have increased physical or mental health risks
employed in low pay work – with long working hours or little agency (control over their work environment and how the work is done) – “suffer the same health problems as those who are unemployed”.
employed in productive workplaces – where there is a high level of agency for workers, effective people management policies and trust between managers and employees – a healthy workplace with low risk of mental health issues arising from the workplace.

Neuroscientist Tali Sharot, author of The Influential Mind, reinforces the strong relationship between the sense of agency and mental health when she stated that research shows that being able to control our environment “helps us thrive and survive”.

As managers grow in mindfulness they are able to increase their level of self-awareness, address their fears such as fear of loss of control and develop healthy workplaces where trust abounds, employees experience real agency and people management policies support the full engagement of employees.

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Mindfulness and Organisational Interventions

The Mindful Nation UK report stated that mindfulness alone will not fix dysfunctional organisations. Where narcissistic managers or leaders exist in an organisation, the result is typically a toxic environment for employees where they are devalued, overworked and subject to public, caustic criticism.

Mindfulness can build resilience but the desired intention is not to build people’s capacity to endure unreasonable workloads or a toxic environment. It is designed to build their capacity to contribute to the organisation where reasonable stressors exist.

Narcissistic managers see resilience as a way for employees to “toughen up” so that they meet their unrealistic demands. I have even heard one senior narcissistic manager say of his subordinate manager that he “needs to be more resilient” in a situation that involved ever-changing deadlines, public criticism by the senior manager in front of his own staff, constant blaming for things outside his control and demands that border on unethical behaviour.

The Mindful Nation UK report was cognisant of the very relevant views expressed by the Trade Union Congress (TUC) in its 2013 document on “Work and Wellbeing: A Trade Union Resource”. In this resource, the TUC expressed concern that wellbeing programs were being used as a substitute for addressing more fundamental issues such as workload, hours of work and inappropriate management style.

In their discussions with the working group developing the Mindful Nation UK report, the TUC were particularly concerned about the need to address toxic work environments and not assume that mindfulness training for staff will change the level of toxicity by osmosis – that is, by unconscious assimilation of the values, ideas and skills of mindfulness by narcissistic managers who create toxic environments.

The Mindful Nation UK report recognised the validity of the TUC’s concerns by stating:

Mindfulness will only realise its full potential when it is part of a well-designed organisational culture which takes employee wellbeing seriously (p. 45)

Despite this assertion and the statement that “as an isolated intervention it [mindfulness] cannot fix dysfunctional organisations”, the report recommendations relating to mindfulness in the workplace still failed to include explicit intervention in the organisational culture.

As organisations help managers and leaders to grow in mindfulness through mindfulness training, they also need to design interventions to directly address the culture of the organisation in a planned, constructive way that creates values and behaviour consistent with those espoused in mindfulness programs.

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

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Training the Mindfulness Trainers

In their report, Mindful Nation UK, the Mindfulness All-Party Parliamentary Group (MAPPG) expressed concern that many people offering mindfulness training to organisations are not adequately trained or not trained at all. When there is any major movement, there are all sorts of people who “get on the bandwagon” to make a name for themselves and/or to make large profits. For example, Reg Revans, the father of action learning, complained that unqualified and unskilled people were offering action learning consultancy at USD$10,000 per day and were in it only for the money.

MAPPG stated at the time (2015) that there seemed to be no recognised way for trainers in mindfulness to gain appropriate training and certification. This gap in training and certification is closing with a number of reputable organisations moving to ensure that people who offer training in meditation are themselves properly trained and certified.

Training and Certification for Trainers in Mindfulness and Meditation

Sounds True, is a multimedia publisher founded by Tami Simon in 1985. The organisation provides resources and training to enable personal transformation with a strong emphasis on mindfulness and meditation.

Resources include free weekly audio interviews with inspiring speakers such as Goldie Hawn, downloads of videos & other publications, and online training tools. These resources are provided to support you in your own mindfulness journey.

The Mindful Nation UK report acknowledged the growth of digital mindfulness training in many organisations throughout the UK and viewed it positively as a means of extending access to mindfulness training in the workplace as well as providing back-up resources for trainer-led mindfulness activities. The report acknowledged, however, that there needs to be more research to support the efficacy of digitally-based programs (p.43).

Sounds True combines the best of both worlds – interaction with mindfulness trainers along with digital delivery – in a series of offerings that are available, some paid and others free. For example, the recent Mindfulness and Meditation Summit, one of a number throughout the year, included video presentations by leading mindfulness trainers such as Jon Kabat-Zinn, Jack Kornfield and Tara Brach with Q & A sessions at the end of each presentation. The summit was offered free during the live presentations by 32 speakers over 10 days, along with guided audio meditation practices. A paid, upgrade option is also available to be able to download the video presentations and additional resources from the completed summit.

Sounds True also offers more formal training for potential teachers of mindfulness and meditation. A paid, online course, The Power of Awareness, offered over 7 weeks by Jack Kornfield and Tara Brach includes live video presentations (downloadable), online library resources and other gifts. The online course offers both interactive and personal study resources:

26 mindfulness training sessions recorded live and available on video for download
Personal Mentor and Group Online Study Sessions
Resources for guided meditation practices
Workbook incorporating reflections
Exercises for personal journaling.

Completion of the Power of Awareness Course entitles the participant to a Certificate of Completion provided jointly by The Greater Good Science Center at The University of California, Berkeley and The Awareness Training Institute (ATI).

As you grow in mindfulness and experience its many benefits, you will feel compelled to share your experience and insights with others. One way to do this is to provide training in meditation and mindfulness. However, you really need to have established your own mindfulness practices and undertaken adequate training to be able to effectively helps others as a teacher.

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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.

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Being present: Key to Effective leadership

Rasmus Hougaard and Jacqueline Carter, in their Harvard Business Review article, If You Aspire to be a Great Leader, be Present, reinforce the necessity for a leader to be present, especially when they are engaged in conversation. They demonstrate how being present contributes to effective leadership and draw examples from the experience of leaders. Rasmus and Jacqueline are the co-authors of the recently released book, The Mind of the Leader.

Rasmus and Jacqueline in doing research for their book, surveyed in excess of 1,000 leaders “who indicated that a more mindful presence is the optimal strategy to engage their people, create better connections, and improve performance”.

Being grounded

The authors explain how Loren Shuster, Chief People Officer at the Lego group, grounds himself before an important meeting or a presentation that he has to give.

His grounding is achieved by focusing on his body and imagining every part being alive with energy. This enables him to listen effectively, show respect for the views and opinions of others and access his own creative ideas and solutions to problems. This practice only takes five minutes but if affects the way he stands, sits and addresses people – his posture demonstrate that he is present and “with” the people with whom he is conversing. He automatically adopts a posture that is seen as respectful, attentive and engaged – characteristics that build connections and improve performance.

Silence the inner voice

The authors argue strongly that a key element of being fully present is to silence the inner voice – and this takes discipline. We cannot be actively present when we are saying to ourselves things like, “Oh no, here he comes again!”; “I wish she would ask someone else!” What have I done to deserve this?’; “I wish he would not get so emotional about things”. If our inner voice takes over, it is impossible for us to “tune in” to the other person. People easily sense that you are thinking your private thoughts and are not present – in consequence they feel unheard, devalued and frustrated that they cannot get their message across.

Be open to the needs of others

Our influence as leaders is very much determined by our capacity to meet the needs of others – whether they are sad, in pain, need more challenge, feel letdown, experiencing grief, or are fearful of pending changes to their role. A leader who is present and attentive to others’ needs will be well received and be very influential.

Mindfulness develops our capacity to be present, to be grounded in the moment and to acknowledge and act on the needs of others. As we grow in mindfulness through the stillness and silence of meditation we can access our creativity and bring that to bear in the present moment in our daily encounters with people and challenging issues.

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

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Be Brave, Be Creative

In the previous blog post I discussed the need for boldness to take action on a creative idea – to be willing to break with tradition and act on a different way of conceiving something, e.g. Karen Quinlan’s innovations based on a new conception of an art gallery. I also explained how mindfulness can help us to be bold enough to initiate action on a creative idea – by helping us to build calm, clarity, focus and self-belief.

To sustain creative activity, however, also requires bravery. It takes courage to explore new terrain, persevere despite setbacks and maintain your energy and enthusiasm when the going gets rough.

Creativity and bravery

Bravery can be defined as “having or showing mental or moral strength to face danger, fear, or difficulty”. Invariably, there will be setbacks when you set out on a creative endeavour. For instance, Karen Quinlan found that some gallery directors she approached refused to loan her artwork for her gallery. However, she was able to persist with her creative ideas and enlist the help of others who supported her ground-breaking ideas.

While Karen was prepared to take risks, like many successful entrepreneurs, she took only calculated risks. This required considerable research and planning. Amanda Sinclair explained that Karen, for example, knew that women make up 80-90% of visitors to art galleries in Australia and that very few of the male-dominated, art gallery directors made any effort to satisfy the interests and needs of this demographic group. So, she was able to draw on her own interests, training and experience to identify these needs and develop creative ways to meet them.

When you encounter a setback, you often cannot see the way forward but you are able to persevere because of your strong belief in the creative idea, its potential contribution and your capacity to see it through to completion. Mindfulness builds the persistence and resilience required to overcome difficulties and fears along the way even when the way ahead is becoming increasingly unclear.

As you progress your creative ideas and implement your new approach, you will encounter increased resistance from those who have a vested interest in maintaining the status quo. Reg Revans, the father of action learning, who met considerable opposition to his creative approach throughout his life, quoted the German philosopher Nietzsche to explain how new ideas are opposed:

If you think you have a new idea, see what happens. Unless it is opposed by the stupid and ridiculed by the clever, it can have nothing new in it.

In the face of this kind of irrational and emotive opposition, you need support to sustain yourself and your energy. Karen was able to gather a creative team to support the development and implementation of her ideas. This collaboration helped her to maintain motivation, develop creative solutions to problems encountered and build external support. Karen found, as often is the case, that local businesses came on board with her ideas with cross-promotions when they started to see the increase in tourist traffic and international acceptance and accolades for the Bendigo Art Gallery being developed by Karen.

Bravery and mindfulness

Mindfulness helps you to be more conscious of, and grateful for, the internal and external support you receive and to develop the relationships involved through awareness, empathetic listening and loving kindness.

Mindfulness develops calm and clarity in the face of stressors that would undermine confidence or cloud your vision. It helps you to strengthen the courage of your convictions, overlook sustained opposition of fearful people, build resilience and develop new ways around roadblocks and impediments to the way forward. As you grow in mindfulness, you become braver in the pursuit of creative ideas and less fearful of the risks, dangers and difficulties involved.

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