Purpose - This thesis sets out to explore the potential of Mindfulness in developing change competencies in organisations. Change competency is operationally defined for the purpose of this thesis as sensemaking and learning. The use of Mindfulness in organisations is rising and along with it, is the academic interest. The importance of change competencies in organisations in a context of global complexity is stressed by McKinsey & Company and others. Methodology - Analysis is done following an eclectic method inspired primarily by hermeneutical interpretation. Data material includes secondary empiri in the form of ten research articles, primarily studies and meta-studies of the effects of Mindfulness. As these articles does not adresse change competencies directly, three research interviews have been carried out to make a direct connection. Findings - The analysis revealed a potential for Mindfulness to facilitate the development of change capacities in organisations in primarily five ways. Firstly, Mindfulness was found to improve the ability to navigate in the complexity of organisational change by increasing the ability to focus and control attention. Secondly, Mindfulness was found to facilitate doubleloop learning by developing the ability to explicitly observe and change the sensemaking proces along with the capacity to face and change personal dark sides. Thirdly, Mindfulness proves to strengthen social learning systems as knowledge-sharing and innovation is facilitated. Fourth, resistance towards change is diminished in the sense that the ability to handle change rationally is improved. Fifth, the ability of creative thinking is improved along with self-determination suggesting increased creativity and cognitive flexibility. Theoretical and practical value - This thesis takes the first steps in exploring a connection between Mindfulness and change competencies that has not previously been made in the litteratur and that can prove valuable for Mindfulness practitioners as well as organisations contemplating the use of Mindfulness. Further, the thesis suggests Mindfulness as a tool to move from single- to double-loop learning i Argyris’ theory of learning. This is important as Argyris does not explicitly show how to make this shift which according to him required to make real change (Edmondson, 1996).
|Educations||MSc in Organisational Communication, (Graduate Programme) Final Thesis|
|Number of pages||76|