Integrating Mindfulness in Project and Program Management
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This article intends to draw upon the growing number of theories and scientific evidence of the benefits of mindfulness from three perspectives: collective, organisations and individuals. This will be done by building on the latest research on the topic and linking it to an existing approach from Mindfulness in High Reliability Organizations (HRO) by professors Karl E. Weick and Kathleen M. Sutcliffe. The article also suggests potential particular areas for integration with the ISO 31000 standard of risk management in projects. | This article intends to draw upon the growing number of theories and scientific evidence of the benefits of mindfulness from three perspectives: collective, organisations and individuals. This will be done by building on the latest research on the topic and linking it to an existing approach from Mindfulness in High Reliability Organizations (HRO) by professors Karl E. Weick and Kathleen M. Sutcliffe. The article also suggests potential particular areas for integration with the ISO 31000 standard of risk management in projects. | ||
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| + | ==Context== | ||
| + | ===Historical definition of Mindfulness=== | ||
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| + | ==Recent research== | ||
| + | ===Individual Mindfulness=== | ||
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| + | ===Collective Mindfulness=== | ||
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| + | ==Why is it important?== | ||
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| + | ===Prospect Theory=== | ||
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| + | ===Cognitive Biases=== | ||
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| + | ===Stress and burnout=== | ||
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| + | ==Example of Applications== | ||
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| + | ===Lessons from High Resilience Organizations (HRO)=== | ||
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| + | ===Businesses and Organizations=== | ||
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| + | ===Academia and Schools=== | ||
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| + | ==The case for Mindfulness in Project and Program Management== | ||
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| + | ===Mindfulness managing Projects=== | ||
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| + | ===Mindfulness managing programs=== | ||
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| + | ==Conclusion and final remarks== | ||
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| + | Projects never go according to plan. Too many cases could be drawn to support this statement. That is why it is fundamental for project managers to be able to navigate in changing environments - making the best decisions not only as a way to accomplish the initial plans but also to seize the opportunities that manifest along the way. | ||
Revision as of 17:18, 16 September 2016
This article intends to draw upon the growing number of theories and scientific evidence of the benefits of mindfulness from three perspectives: collective, organisations and individuals. This will be done by building on the latest research on the topic and linking it to an existing approach from Mindfulness in High Reliability Organizations (HRO) by professors Karl E. Weick and Kathleen M. Sutcliffe. The article also suggests potential particular areas for integration with the ISO 31000 standard of risk management in projects.
Contents |
Context
Historical definition of Mindfulness
Recent research
Individual Mindfulness
Collective Mindfulness
Why is it important?
Prospect Theory
Cognitive Biases
Stress and burnout
Example of Applications
Lessons from High Resilience Organizations (HRO)
Businesses and Organizations
Academia and Schools
The case for Mindfulness in Project and Program Management
Mindfulness managing Projects
Mindfulness managing programs
Conclusion and final remarks
Projects never go according to plan. Too many cases could be drawn to support this statement. That is why it is fundamental for project managers to be able to navigate in changing environments - making the best decisions not only as a way to accomplish the initial plans but also to seize the opportunities that manifest along the way.
