Team Mindfulness

Michael Chaskalson, Helen Sieroda, Chris Nichols & Philippa Hardman

Mindfulness – a way of paying attention with an attitude of open-hearted interest to what goes on with you, with others and in the world around you – has been around for at least 2,600 years. In recent years it has become a feature of contemporary culture – so much so to that it is in danger of being thought of either as a panacea or as merely a fad.

One reason why mindfulness work in organisations attracts criticism is that too all often it has been turned into a kind of sticking plaster. “A team is stressed or over-worked? Let’s bring in some mindfulness instruction – that should fix it.”

The current tendency to view mindfulness practice as a panacea raises a serious moral question. It is simply not good enough to teach people to regulate their own emotions when they work in an emotionally toxic environment that takes no account of their humanity, or when their organisations think of them simply as cogs in a machine.

It is time to put the hype around mindfulness aside and dig deeper.

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