Organisational resilience with mindfulness
Contents |
Abstract
An increasing demand for resilience within sociotechnical organisations has led to several managerial concepts preparing organisations for unexpected events. Thorough management is crucial in resilient organisations (check ref, Geraldi et al, 2009) and mindfulness encompass the risk of the human mind. Mindful project managers are aware of cognitive biases and irrationalities. They inspire workers to be rational and fact-based.
Mindfulness is about keeping a high level of alertness and awareness of context and using awareness in our decision and actions (Oehmen et al, 2015). This article will address how mindfulness is used as an managerial instrument to obtain resilience in an organisation. The article will define the mindfulness theory with description of the 5 principles. Furthermore complex organisations and unexpected events related to unknown/unknowns is defined. There will be a focus on “commitment to resilience” and “deference to expertise” which focusing on reacting to unexpected events hence improving the resilience in the organisation.
Context
Challenge
Solution
Implication
Annotated bibliography
Definition of organisational mindfulness
Relation to spiritual mindfulness
Cognitive limitations
Youtube clip with charlie Chaplin in the Great Dictator: [1]
Five principles
| Principle | Description |
|---|---|
| Reluctance to simplicity | row 1, cell 2 |
| Preoccupation with failure | row 2, cell 2 |
| Sensitivity to operations | row 2, cell 2 |
| Commitment to resilience | row 2, cell 2 |
| Deference to expertise | row 2, cell 2 |
