Mindfulness and the Development of a Readiness for Change

Gondo, Maria B.; Patterson, Karen D. W.; Palacios, Sarah Trujillo

doi:10.1080/14697017.2013.768431

Cited by 33 publications

(45 citation statements)

References 55 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…PsyCap. This finding is in line with much other work that has found PsyCap to be associated with change-related variables (Armenakis & Harris, 2009;Avey et al, 2008;Caldwell, 2011;Gondo et al, 2013;Luthans et al, 2010). It is also consistent with Fredrickson's (2001) broaden-and-build theory, in highlighting the reciprocal relationship between positive psychological states and effective engagement with the social environment.…”

Section: Scholarly Implicationssupporting

confidence: 90%

“…Each of these four constructshope, self-efficacy, resilience and optimismshow independent relationships with work-related outcomes (Avey, Wernsing, & Luthans, 2008;Caldwell, 2011;Gondo, Patterson, & Palacios, 2013;Luthans et al, 2010). However, the higher-order construct of PsyCap has been found to account for more variance in behaviour than the four subcomponents (Luthans, Avolio, Avey, & Norman, 2007).…”

Section: Psychological Capitalmentioning

confidence: 99%

See 1 more Smart Citation

Linking perceived management support with employees’ readiness for change: the mediating role of psychological capital

Kirrane

Lennon

O’Connor

et al. 2016

Journal of Change Management

101

107

View full text Add to dashboard Cite

Although the relationship between management support and readiness for change is a well-studied topic, mediating variables in this relationship are rarely examined. This paper presents the findings of an investigation into the mediating role of psychological capital (PsyCap) in the relationship between perceived management support and readiness for change. A questionnaire was administered to employees (N = 120) of a public sector organization undergoing a change initiative. Results of structural equation modelling demonstrated that PsyCap partially mediated the relationship between management support and employees' readiness for change. This indicates that employees' responses to change are shaped by both their personal psychological resources and their perceptions of the organizational environment. The findings offer a platform for positive future developments in research and practice.

show abstract

Section: Scholarly Implicationssupporting

confidence: 90%

Section: Psychological Capitalmentioning

confidence: 99%

Linking perceived management support with employees’ readiness for change: the mediating role of psychological capital

Kirrane

Lennon

O’Connor

et al. 2016

Journal of Change Management

101

107

View full text Add to dashboard Cite

show abstract

“…This finding is consistent with the QI and OD theories that suggest strategizing, sensemaking, and emotion managing as critical aspects of the change process that need to be carefully managed, especially during the preparation stage (Bartunek et al, 2011). Our finding connotes an emerging argument in the literature that suggests deliberation or mindfulness may enhance readiness for change (Gärtner, 2013;Gondo, Patterson, & Palacios, 2013).…”

Section: Discussionsupporting

confidence: 87%

Deliberation Makes a Difference

et al. 2015

View full text Add to dashboard Cite

Small and rural hospitals face special challenges to implement and sustain organization-wide quality improvement (QI) initiatives due to limited resources and infrastructures. We studied the implementation of TeamSTEPPS, a national QI initiative, in 14 critical access hospitals. Drawing on QI and organization development theories, we propose five strategic preparation steps for TeamSTEPPS: assess needs, reflect on the context, set goals, develop a shared understanding, and select change agents. We explore how hospitals' practices correspond to suggested best practices by analyzing qualitative data collected through quarterly interviews with key informants. We find that the level of deliberation was a key factor that differentiated hospitals' practices. Hospitals that were more deliberate in preparing for the five strategic steps were more likely to experience engagement, perceive efficacy, foresee and manage barriers, and achieve progress during implementation. We discuss potential steps that hospitals may take to better prepare for TeamSTEPPS implementation.

show abstract

“…Based on information gleaned through observation and mindfulness, the individual displays behaviour that is appropriate to the current context but at the same time is congruent with the actor's own self-image and associated goals (Thomas 2006). Mindfulness can serve as a facilitating state for many types of changes since it encourages questioning routine behaviour (Gondo, Patterson and Palacios, 2013). Projecting oneself into possible new behavioural patterns may provide the means for selecting those that satisfy the expectations of parties on both sides of the cultural divide (Tuleja, 2015).…”

Section: Mindfulness and Cqmentioning

confidence: 99%

Cultural intelligence and mindfulness: teaching MBAs in Iran

Cray

McKay

Mittelman

2018

JIEB

View full text Add to dashboard Cite

Purpose A dynamic global economy has increased the need for cross-cultural flexibility and cultural intelligence (CQ). While a large literature has examined various means to increase CQ in student and expatriate populations, its importance for teachers in cross-cultural settings has been largely unexamined. This paper aims to use the experiences of a group of professors in an MBA programme in Iran to investigate the effect of their activity on their cross-cultural skills. Design/methodology/approach Using structured interviews and content analysis, the authors draw on the experiences of business faculty from a Canadian business school who helped deliver an MBA programme in Iran to investigate how their experiences in a country new to them were reflected in the components of CQ. Findings Using an established model of CQ, the authors find contributions to all three facets, knowledge, mindfulness and behaviour, indicating that such exchanges can be regarded as important for students and teachers alike in an international educational context. Originality/value With more and more teaching extending across cultural boundaries in both domestic and international settings, the capacity of instructors to read, interpret and react to the attitudes, beliefs and behaviours of their students is an important factor in the success of these programs. To this point, at least within the business education literature, the influence of such encounters on the instructors involved has been neglected.

show abstract

Mindfulness and the Development of a Readiness for Change

Cited by 33 publications

References 55 publications

Linking perceived management support with employees’ readiness for change: the mediating role of psychological capital

Linking perceived management support with employees’ readiness for change: the mediating role of psychological capital

Deliberation Makes a Difference

Cultural intelligence and mindfulness: teaching MBAs in Iran

Contact Info

Product

Resources

About