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Informationen zum Autor Margaret Chapman-Clarke is an occupational psychologist and applied researcher specialising in coaching, emotional intelligence, resilience and mindfulness in the workplace. She writes and speaks to international audiences about mindfulness, its relationship with 'EQ' and its transition into the workplace. Margaret Chapman-Clarke serves on the editorial board of two coaching journals ( Coaching at Work and Coaching: An International Journal of Coaching Theory and Research and Practice ) and has served on the Board of Trustees of the Oxford Mindfulness Centre. A former Senior Fellow in Leadership at Manchester, Margaret has over 20 years of experience as a former Head of Human Resources, consultant in executive, team and organisational development. Klappentext Mindfulness-based interventions in organizations offer the potential to build individual and organizational resilience, engage employees and address workplace stress. Mindfulness in the Workplace is a practical guide written for practitioners who want to learn how mindfulness can be used as a change management and organizational development strategy. Drawing from the latest research evidence from neuro- and behavioural science, Mindfulness in the Workplace offers a framework and guidance on how to start evolution- not revolution- in the organization. It ensures the greatest chance of success, showing how to identify the key stakeholders and work with them on understanding the power of a mindfulness initiative, how to identify a mindfulness champion, adapt the language of mindfulness to the context of the organization, establish metrics, and measure return on investment. Mindfulness in the Workplace proposes that HR and OD professionals are best placed to understand the complexity of implementing change in organizational systems and, therefore, the practice of mindfulness need to be brought in-house, even if they bring in external mindfulness coaches to train their leaders. Case studies including Capital One Finance and the NHS Mental Health Trust cover the reasoning behind these initiatives, how they were planned, the barriers they faced, the lessons learned, and their results. This book offers a forum for HR and OD practitioners to hear from other practitioners who have implemented organizational mindfulness-based interventions using change management principles so that they can understand how they might be applied to their own practice and their own organizations.Includes case studies from Capital One Finance, the NHS Mental Health Trust and other organizations Zusammenfassung Address issues such as resilience, change management and engagement with this guide to organizational applications of mindfulness. Inhaltsverzeichnis About the contributorsForeword by David SheffieldAcknowledgementsIntroductionPART ONE Mapping the mindfulness-at-work phenomenon01 Mindfulness is on a rollMargaret Chapman-ClarkeMindfulness: an inside-out OD strategyMindfulness: an intervention to develop embodied emotional intelligence (EQ)Coming to autoethnographyComing to mindfulnessReferencesFurther readingResources02 Mindfulness research: What counts as evidence, truth and knowledge in workplace MBIs?Margaret Chapman-ClarkeIntroductionThe nature of 'truth' and the post-modernist HR practitionerThe map is not the territory, just one map: criticisms of workplace MBIsCore to organizational MBIs: adaptation without dilutionWorkplace MBIs: from the margins to the mainstreamEvidence-based and evidence-informed practice: closing the gapWhat do we mean by mindfulness?The evidence that mindfulness worksReferencesResources03 Mindfulness research in practiceMargaret Chapman-ClarkeIntroductionThe neuroscientific case for mindfulness and compassionWorkplace MBIs: towards an integrative approach?Mindfulness and wellbeingConclusionImplementing a workplace MBIAppendix 3.1: Inquiry in mindfulness-bas...
