Mindfulness for Better Leadership and Business Performance: An Integration of Heart-Ware Into Business Practices

PART I

Introduction & Study objectives

Chapter 1: Introduction

Mindfulness is the act of (1) cultivating one’s awareness of the self and his surroundings and (2) developing calmness and clarity of mind. Mindfulness is both a process (the mindfulness practices) and an outcome (the mindfulness awareness¹). Mindfulness originated from a Buddhist philosophy and the practice of meditation that started more than 2,500 years ago. During the past three decades, many Zen masters such as Thich Nhat Hanh, have introduced such practices to the western world². Since then, many researchers have been investigating the effectiveness of mindfulness meditation without delving into the spiritual side of the religion. It is the eastern wisdom and practices that put into the western psychology and neuroscience perspectives.

Since the successful introduction of the Mindfulness-Based Stress Reduction (MBSR) program by Jon Kabat-Zinn, founder of the Mindfulness Center for Medicine, Healthcare, and Society at the University of Massachusetts Medical School in 1979, scientific researches on mindfulness and its effects on the health and well-being of people have been exponential. Thousands of scientific research were conducted over the last three decades, and most have concluded that mindfulness practices, in fact, changes the brain’s structure and shifts the way of awareness and attention among people. More importantly, it aroused the interest of scientists when it comes to how the mind works and how mindfulness shifts the mindset and improves the well-being of people. Over the last two and half decades, more than 20,000 people have gone through the MBSR Program or similar programs; more than 1,500 books and research papers about mindfulness were written, and more than 150 mindfulness centers in the world were created. There are millions of people practicing mindfulness³. Mindfulness is increasingly influencing other fields such as education, law, business and others.

I.    The Research Gap

To date, many of the research papers and books are still concentrated on how mindfulness affects the health, behaviour and well-being of patients and individuals. There are limited research papers or books focusing on how mindfulness practices can become the centre of organisational management in an integrated way. This is to add the heartware to the hardware and software – becoming the Tri-Ware – and preparing organisations for the emerging future.

This gap warrants further study. There should be research on how mindfulness practices can be cultivated and integrated within an organisation’s behavioural science to formulate a practical model and to cultivate an inclusive organisational environment through mindfulness leadership. This will foster the commitment of staff. Such commitment is crucial not only to the survival of businesses but also to building business excellence. Organisations need leaders and management teams who could see through the unpredictable future without judgment. Planning for the emerging future is crucial for organisations to survive and thrive.

II.    Research Problems

Psychologists and healthcare professions did most of the scientific mindfulness research during the past two to three decades. Many of these researches were done in laboratories and were under controlled environment. Alternatively, these professionals did their researches by observing behaviours of targeted groups of persons or animals and compared the observed behaviours to the behaviours of controlled groups. These were necessary to identify and to evaluate the effects of mindfulness practices under controlled environments. Also, only in such laboratories that certain types of observations can be carried out as highly technological equipment such as MRI machines were needed to observe and to identify the effects of mindfulness practices on the brain’s activities and structures. These types of equipment are expensive and are normally only available in laboratory clinics and hospitals. In addition, the test objects such as certain profiles of patients that are the targeted experimental objects were more easily available in healthcare organisations. These research projects by the healthcare and psychological professionals were crucial in identifying the impacts of mindfulness practices on the mental stages, health, and well-being of patients. Such scientific contributions have also ascertained the effects of mindfulness practices. These approaches have benefited many patients with anxiety, stress and depression. These research findings provided evidence that mindfulness practices, by shifting the mindset, improves quality of living.

As an extension of these research activities, many academicians and scientific researchers furthered their research on the effects of mindfulness in areas of self-compassion, empathy, kindness, compassion for others, and happiness. This is illustrated by the research works done by Sonja Lyubomirsky (2008)⁴ and Dacher Keltner (2009)⁵.

Daniel Khaneman (2014)⁶ and other researchers, on the other hand, suggested that human brain functions are on two different tracks. How an individual balances these two tracks of thinking to optimize behaviour in different social situations determines the success or failure of one’s endeavours in handling such situations. In relation, Otto Scharmer (2007)⁷ proposes that one has to have an open mind, an open heart, and an open will when going down the U processes. One has to ignore the voice of judgement (VoJ), voice of cynicism (VoC) and voice of fear (VoF). This is to sense for the bigger self for the emerging future while exploring one’s blind spots.

Related to such proposition, Robert Kegan and Lisa L, Lahey (2009)⁸ thought that one has to examine the Big Assumption one holds against changes and test it to explore the changed potential in oneself, and to extend such approach to the organisation. Daniel Goleman (1996)⁹, examined the social aspects of human being and emphasized the need of having certain social and emotional characters or traits to be successful in group activities within the team and organisation. Many of such suggested practices are extensions of the mindfulness practices. By doing laboratory research and by observing human/animal behaviours, they also have provided scientific evidences about how people should practice their mindfulness acts in order to increase one’s awareness, kindness, compassionate, and happiness. These research results also provide insights into how to nurture one’s emotional and social intelligences so that one can excel in his career, in his organisation and his social life. Meanwhile, organisational behavioural scientists such as Peter M Senge (2006)¹⁰ suggested that organisations should nurture different mentality and approaches to staff so that organisations can have systematic thinking in approaches and are continuously learning in order to prepare for the future.

These research findings provide many scientific evidences about the effects of mindfulness on behaviours and activities of individuals and those who are associated or related in the social or the organisational levels. How can we utilize these various sources of evidence and associated conclusions to formulate a set of mindfulness principles and practices aimed at nurturing capabilities of leaders in executing their responsibilities within the complexity of business environment? How can the set of mindfulness principles and practices improve the ability of leaders in providing an inclusive environment that is motivating and inspiring, so that team members are committed and are willing to do their best for the organisation as well as for their well-being?

III.    Research Objectives

The research objectives of this paper are to review and to evaluate the scientific researches done by key researchers on mindfulness and related fields in this order:

1. Utilize and to gather the diverse sources of scientific results of mindfulness practices into an integrated model to improve leadership and to foster business excellence.

2. Formulate an integrated model in such a way that defines a set of principles and practices that focus on the mindfulness of individuals so that one can have personal competency and behaviours in a mindful way. Incorporating compassion and mindfulness communication mindsets in mindfulness practices will lead to social competency. These competencies will build the needed attributes of the mindfulness leadership. Mindfulness leaders can then create an inclusive environment to build a committed management team. They will then collectively excel the organisation. The core intention is to integrate the so-called heart-ware with the software and hardware (Tri-Ware) of an organisation to enhance its core competency and competitive advantage for business excellence.

IV.    Research Questions:

Based on the research objectives, the research questions are as follows:

1. Can the diverse source of scientific results about mindfulness and related social behaviour studies be collected to form an integrated model for the improvement of leadership and business excellence in an organisation?

2. Can the scientific results of mindfulness be synthesized into a set of principles and practices for members and leaders of organisations to become competent in emotional and social behaviours, so that an inclusive culture and environment can be created?

3. How can such inclusive environment be utilized to nurture a committed management team to prepare for the future?

V.    Limitations of this study

This research paper examines and synthesizes various scientifically tested principles, models, and practices of mindfulness into an integrated model of principles and practices for the benefit of individuals, leaders, and organisations. The proposed model, principles and practices are based on the findings of various tests, research findings and models. As mentioned before, the paper will collect the diverse findings of various key researches on mindfulness and related fields and form a cohesive set of principles and practices so an integrated model can be formulated. Each component in the proposed model will use the conclusions of tested theories, principles and practices in mindfulness and related social behaviour fields. The research done in this study is extensive but not exhaustive, and it might have some biases in interpretation. There will be no empirical study and testing of the hypothesis. It is the opinion of this study that with such plethora of research findings around, one can utilize these findings to propose a model that closes the gap above in research for the benefit of those objectives mentioned above.

VI.    Benefits of Research

This paper intends to develop the well-being of individuals, executives, leaders, and organisations as a whole. Although the main objective is for the improvement of leadership and business excellence of organisations, the core development, in fact, is begins with the individual. This is because the shift in awareness and mindset of the individual is the foundation of mindfulness development. With such development, the individual will be benefit. It also benefits business executives and leaders of organisations. The shift in mindset will make these business executives and leaders aware of the different perspectives through understanding others and the evolution of the whole ecosystem. These will enhance their ability to make sustainable decisions wisely. Such a change in paradigm will develop the mentality of ME to WE (team/group) and then to US (organisation/society).

An organisation will be transformed as a whole if it has a dedicated management team that manages with an open mind, open heart and open will. This will help the organisation sensing the unpredictable future and prepare in advance to counter its negative effects. With this perspective, this paper may serve as a potential source of principles and practices for the well-being of businesspeople, leaders, and organisations. This paper can also serve like a small stone dropping into a pond that stirs up some ripples for researchers who are interested in this area to further the study. It also might serve to arouse the interests of researchers in related fields to do research that are more interdisciplinary and integrate the areas of psychology, neuroplasticity, organisation and social behaviours so that the interwoven knowledge and principles can be further explored for the benefit of mankind.

It also hopes that by doing this research paper, it can inspire a new direction of research into the way of applying mindfulness and related principles and practices in organisation which can eventually create a better quality of organisational life.

¹ Shapiro, S.L and Carlson, L.E, (2013), "The Art and Science of Mindfulness-Integrating Mindfulness into Psychology and the Helping Professions", Electronic Ed, Washington D.C. American Psychological Association. Location 212/3420.

² Thich Nhat Hanh, is one of the best-known Zen Buddhist teachers in the world today. His best-selling books, including Power and Peace Is Every Steps, have sold over two million copies in the US alone. He lives in Plum Village, in southwest France, where he gardens, writes, and teaches on the art of mindful living. (Source: Hanh T. N, (2012) "Work- How to Find Joy and Meaning in Each Hour of The Day", first edition, California, Parallax Press, 116 pages, back cover: About Author.

³ Kabat-Zinn J, (2013), "Full Catastrophe Living-Using the Wisdom of Your Body and Mind to Face Stress, Pain, and Illness" 2nd Ed. New York, Bantam Books, Random House LLC. PP. XXX of Introduction to the Second Edition and Xiii of Introduction.

⁴ Lyubomirsky, S, (2008), The How of Happiness, USA, Penguin Press.

⁵ Keltner, D. (2009), "Born to be Good" USA, W.W. Norton.

⁶ Khaneman, D. (2014), "Thinking Fast and Slow" Hardcover Ed, New York, Farrar, Straus and Giroux

⁷ Scharmer, C.O, (2009), "Theory U: Leading from the Future as it Emerges", First Ed, California, Berrett-Kohler Publishers, Inc.

⁸ Kegan, R, and Lahey, L.L, (2009), "Immunity to Change- How to Overcome It and Unlock the Potential in Yourself and Your Organisation" USA, Harvard Business School Publishing Corporation.

⁹ Goleman, D, (1999) Working with Emotional Intelligence International Ed, USA, Bantam Books.

¹⁰ Senge, P.M, (2006) "The fifth Discipline-The Arts and Practice of the Learning Organisation", Revised Ed, USA, Currency Books.

PART II

Research & Literature Review

Chapter 2: Research and Literature Review

The review will focus on components related to the proposed model of this paper. As the proposed model crosses several disciplines, the following framework is used for the review:

  I. Neuroscience and mindfulness: this is to investigate how the brain structure and mind can change with mindfulness practices and generate a shift in mindset. It is the scientific foundation of mindfulness.

  II. Mindfulness and its effects: review scientific research findings on the effects of mindfulness practices on mindset and mental perspective.

  III. Mindfulness and compassion: illustrate scientific findings on why compassion is a part of human nature and how it benefits others as well as one’s self. It is also the basic social mentality needed in mindfulness and is part of the proposed model.

  IV. The emotional & social intelligences ¹¹: the application of mindfulness. It reviews the models of emotional and social competencies and how they relate to mindfulness. These theories relate to components of the proposed model.

   V. Journey of mindfulness and the U-Theory ¹²: review the U process-journey and how it affects mentality of people and their relationships with others and society. The process is a part of the components of the proposed model.

  VI. Mindfulness and communication: review the skills of communication and how these skills can be used in mindfulness to improve social relationships with others. These are important skill sets in the proposed model.

 VII. The Fifth Discipline model ¹³: it is the application of mindfulness in organisation. Reviews the model to know how its advocacy of disciplines related to the concept of proposed model. How to incorporate these advocated disciplines into the content of components of the proposed model.

VIII. Mindfulness in models of leadership : Inclusive Leadership ¹⁴, Leadership for Global Responsibility ¹⁵ and Servant Leadership ¹⁶: review these models and their potential applicability to the proposed model.

  IX. Mindful change management: review the The Dance of Change, ¹⁷ and The Immunity to Change ¹⁸ models and the possibility of incorporating such ideas and practices into the proposed model.

I.    Neuroscience and Mindfulness – Basic science on mindfulness

1)    The brain and the mind

Understanding the brain structure and its relationship to the function of the mind is perhaps a challenging task for neuroscience. Understanding basic knowledge of this area, however, will provide better understanding at why mindfulness practices will, in fact, alter the brain and, hence, the mind and the way they function. Such knowledge will be helpful in comprehending how mindfulness practices can improve the quality of life.

The brain is the physical organ that consists of more than ten quadrillions of brain cells known as neurons. It connects with the body through the spine and nerve systems. Together, they form the physical parts of the body that control sensory-motor activities and programmed movements from the brain. The brain is controlling majority of bodily activities and movements. Besides the motor controlling system, the brain also generates the ‘mind’ system – the brain’s software (although some scientists do not agree with this, it is the simplest way to explain it).

The brain has been evolving over the last ten million years or so. More than ten million years ago, our ancient brain (hence the ancient mind) has functioned like that of lower form of animals that sought to satisfy basic needs for food, safety, sex, respect, status, fear, anger, and joy, and others basic feelings, besides controlling the body movements and activities. About two million years ago, there was a transformation, and the human brain started to get smarter¹⁹. The brain capacity and size gradually changed. Human beings started being capable of imagining, thinking, reasoning and planning in ways that lower forms of animals could not do. This transformative change gave human beings the new-brain (and hence the new-mind). The new-brain and inherent mind, on one hand, gives human beings the capability to think, to plan and to reason. On the other hand, it might run into rumination due to unpleasant events and into emotional vicious cycles of fantasy and imagination that produce anxiety, stress and fear²⁰. It also enables human beings to take a step back and think about themselves in relation to their environment and the world, and even, at some point, becomes capable of perceiving other people’s thoughts.

The brain (and mind) has evolved in response to survival needs of respective environmental circumstances over millions of years. This implies that its evolution is conditional. It will post some limitations over the adaptive capability of the mind to the new requirements of the environment that human beings have not encountered before. However, the skills of mindsight²¹ can be cultivated to transform the physical brain, and thus change mentality and emotion. Such an insight to the brain-mind activity provides a new perspective on how to look into the inner world of one’s self. The Mindsight science also confirms through neuroscience that it is possible to grow new neutrons for neural connections through new experiences. Accordingly, individuals can harness neuroplasticity²² for such capability.

Daniel Siegel (2010)²³ thought that human beings have three mappings: the Me-map that gives insight to one’s self; the Us-map that gives insight about others; and the We-map that gives insight about relationships. From these, Siegel developed his triangle of well-being model: consisting of the Brain, Mind and Relationships. Siegel proposed that the Triangle of Well-Being reveals three aspects of life and that these are the three mutual influencing points. Relationships are the flow of information and energy when individuals connect and communicate with each other; Brain is the mechanism through which the energy and information flows, and Mind is the process that regulates the flow of information and energy. This Triangle represents the three dimensions of the system of information and energy flow. Mindsight is then a process that enables individuals to monitor and to modify the flow of energy and information within the triangle of well-being.

Figure 2-1: Triangle of Well-Being, Source: Siegel (2010).

Interestingly enough, Siegel (2010)²⁴ mentioned that the Me-map always tries to be the guiding emotion. The Triangle of Well-Being also confirms that the effects of mental well-being may be cultivated by mental exercises, of which mindfulness is one of them. By cultivating the consciousness, individuals are creating a calm internal mental stage with capability of seeing things with clarity, and able to harbour various emotional fluctuations. With such self-consciousness and self-management, individuals can understand and notice the perspectives of compassion and be compassionate to others. Consequently, individuals can have harmonious, kind and compassionate relationship with others through mindfulness behaviours. These are the open-mind and open-heart concepts in mindfulness. With these, self-management and social relationship competencies will then be greatly enhanced. Such triangle concept is, hence, similar to the concept of mindfulness of from ME to WE then to US. The concept is also an analogy to the neuroscience analysis of the brain, mind and emotional systems.

2)    Our Emotional Mind

Emotions have been the guiding force of the body. Our motives, on the other hand, guide emotions. Emotions give human beings the colourful life as individuals can experience joy, love, excitement, compassion and happiness as well as anger, stress, anxiety and fear. As what Paul Gilbert (2014)²⁵ claimed, emotions are the source of the most meaningful experiences in life. Gilbert’s research findings pointed to the facts that in simplicity, human beings have three different emotional systems. Each of them performs different functions but collectively, these three systems interact in a complex way. Gilbert’s model of the three types of affect-regulation systems is illustrated by the figure below:

Figure 2-2: Three types of affect-regulation systems.

Source: Adopted