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Mindfulness and Organizational Change

  • Rona WilenskyEmail author
Chapter
Part of the Mindfulness in Behavioral Health book series (MIBH)

Abstract

Why and how can mindfulness practices have a positive, measurable impact on individual and organizational change within a school? This chapter considers this question by looking closely at two established models of transformational change that have been used in educational settings. It then engages the thought experiment: How might mindfulness strengthen the recommended interventions? After specifying a definition of mindfulness practices, the author examines the Immunity to Change framework of Robert Kegan and Lisa Lahey and the Constructivist Listening framework of Julian Weissglass and describes how the introduction of mindfulness practices could accelerate the process of transformation prescribed in each model. The chapter concludes with the suggestion that mindfulness can be effective in these two instances because both models of change involve parallel processes of organizational and personal transformation, and parallel processes of cognitive and emotional development. When change processes require that individuals within organizations alter their mental models and their behaviors as well as take responsibility for self-monitoring progress and self-regulating emotional responses, mindfulness can play a crucial role in bringing about the desired transformation. The chapter concludes by recommending the testing of this hypothesis with an educational change process that has these characteristics.

Keywords

Mindfulness Transformational change Immunity to change Constructivist listening Institutional change 

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Copyright information

© Springer-Verlag New York 2016

Authors and Affiliations

  1. 1.PassageWorks InstituteBoulderUSA

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