Lyddy, Christopher, and Darren J. Good. “Being While Doing: An Inductive Model of Mindfulness at Work.” Frontiers in Psychology, vol. 7, 2017, pp. 1-18. Full text.
Abstract. Mindfulness at work has drawn growing interest as empirical evidence increasingly supports its positive workplace impacts. Yet theory also suggests that mindfulness is a cognitive mode of “Being” that may be incompatible with the cognitive mode of “Doing” that undergirds workplace functioning. Therefore, mindfulness at work has been theorized as “being while doing,” but little is known regarding how people experience these two modes in combination, nor the inﬂuences or outcomes of this interaction.
Drawing on a sample of 39 semi-structured interviews, this study explores how professionals experience being mindful at work. The relationship between Being and Doing modes demonstrated changing compatibility across individuals and experience, with two basic types of experiences and three types of transitions. We labeled experiences when informants were…
View original post 75 more words
In my previous blog “Reframe hospital business objectives to rebuild trust,” I wrote about the significant decline in public trust for U.S. hospitals as perceptions shift: from “charitable institutions” to “business enterprises” and having abandoned the “traditional role as advocates for patient needs.”
In addition to connecting back to purpose and mission, healthcare organizations will renew public trust by creating a WE vs ME workplace and culture.