Mindfulness and Organizational Defenses:Exploring Organizational and Institutional Challenges to Mindfulness

Internal controls driven by mindfulness toward enhanced ethical behaviors: Empirical evidence from Vietnam

“…If firms in emerging markets devote more attention to internal control activities by promoting organizational mindfulness, internal control effectiveness can be increased, especially through a well-organized internal control structure. This result agrees with previous studies (e.g., Jordan and Johannessen [ 51 ]) that claimed that effective internal control requires mindfulness as an awareness of early warning signs. This result also indicates that organizational mindfulness is effective, necessary, and noteworthy in catalyzing the management systems of organizations by promoting internal control effectiveness.…”

“…By contrast, less-mindful employees may not be aware of the problems in their dilemmas [ 34 ]. Additionally, while effective internal control requires mindfulness as an awareness of early warning signs and the ability to learn from failures or mistakes, growing attention to audibility, system compliance, and reputational risk could necessitate emphasizing and allocating additional time to internal control practices [ 51 ].…”

Evaluating the safety and patient impacts of an artificial intelligence command centre in acute hospital care: a mixed-methods protocol

“…Data analysis will comprise both inductive and Open access deductive analyses, employing frameworks derived from prior theory and a comparative perspective across the two study sites. 58 59 Relevant theoretical frameworks for sense making in our analysis will include models of situational awareness, 60 operational command and control, [61][62][63] sociotechnical evaluation, 64 high reliability organisations 7 62 65 and resilience in healthcare. 66 67 From the perspective of situational awareness theory, for example, we will seek to understand how the command centre enhances human perception of the environment and events within time and space, including projection of future states, and facilitates comprehension of meaning.…”

Informal leadership redundancy: Balancing structure and flexibility in subsea operations

“…Argyris and Schön have found that individual and organizational defenses are easily triggered when people make errors, which undercuts their effectiveness and ability to learn. These ideas seem to be contradicted by the extant research on HROs, which claims that principles of mindfulness enable HROs to cultivate a 'healthy' focus on error (Weick & Sutcliffe, 2007), and that developing a 'just culture' (Dekker, 2012) that combines tolerance for error with focus on safety is possible (Jordan & Johannessen, 2014). Conducting a study to illuminate these questions could be a significant contribution to theory.…”