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The Quiet Ego: Assuaging Organizational Concerns About Mindfulness

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  • Huffman, Ann Hergatt
  • Irving, Louis H.
  • Wayment, Heidi A.

Abstract

Hyland, Lee, and Mills (2015) provide ample evidence regarding the value of mindfulness to individuals and the industrial–organizational community as a whole. However, as they noted, mindfulness programs and practices have not yet found widespread implementation among businesses and other organizations. Hyland et al. suggest two primary reasons for this. First, the move toward a nonjudgmental, presently aware, and accepting mind is a tall order for most individuals in our Western society who are heavily conditioned to be relatively self-interested, judgmental, and future oriented. Second, typical mindfulness programs (e.g., mindfulness based stress reduction; MBSR) may be too costly and time consuming for organizations.

Suggested Citation

  • Huffman, Ann Hergatt & Irving, Louis H. & Wayment, Heidi A., 2015. "The Quiet Ego: Assuaging Organizational Concerns About Mindfulness," Industrial and Organizational Psychology, Cambridge University Press, vol. 8(4), pages 661-667, December.
    • Handle: RePEc:cup:inorps:v:8:y:2015:i:04:p:661-667_00
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    Cited by:

    1. Guanyu Liu & Linda M. Isbell & Bernhard Leidner, 2021. "Quiet Ego and Subjective Well-Being: The Role of Emotional Intelligence and Mindfulness," Journal of Happiness Studies, Springer, vol. 22(6), pages 2599-2619, August.
    2. Ross Gilbert, Jonathan & Krush, Michael T. & Trainor, Kevin J. & Wayment, Heidi A., 2022. "The (quiet) ego and sales: Transcending self-interest and its relationship with adaptive selling," Journal of Business Research, Elsevier, vol. 150(C), pages 326-338.

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