Link: Hey Boss, You Don’t Want Your Employees to Meditate

“Mindfulness might be unhelpful for dealing with difficult assignments at work, but it may be exactly what is called for in other contexts. There is no denying that mindfulness can be beneficial, bringing about calm and acceptance. Once you’ve reached a peak level of acceptance, however, you’re not going to be motivated to work harder.”
Original source: Hey Boss, You Don’t Want Your Employees to Meditate

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  1. Interesting article. But this is only about Mindfulness techniques.

    Here is a reply to the original NY Times article on Mindfulness, June 14, 2018 By David Orme-Johnson, PhD, pointing out the big differences between Mindfulness meditation techniques and TM:

    The article entitled “Hey Boss, You Don’t Want Your Employees to Meditate” by Kathleen D. Vohs and Andrew C. Hafenbrack, is about mindfulness meditation and does not apply to the Transcendental Meditation technique (TM).We applaud Vohs and Hafenback for doing a careful study in a practical setting, but the study’s conclusions that mindfulness reduces motivation and has no benefit for performance do not apply to TM. TM is a completely different procedure from mindfulness, and it has different effects on the brain and cognitive processes.1 TM creates deep relaxation, but unlike ordinary napping, which is dulling, it increases brain coherence and restful alertness, which is associated with increased creativity, intelligence, and motivation.2 Moreover, TM has been found to increase the style of brain integration that is found in top managers.3,4 Over six months to a year, there are cumulative improvements in the brain’s decision time, the ability to focus and overcome distractions, and emotional intelligence, as well as creativity and fluid intelligence.5 Children who practice TM at school consistently win state, national, and international prizes in competitions such as Destination Imagination.6 In business and industry, TM increases employee effectiveness, improves work and personal relationships, and increases leadership behavior. 7,8 Many people on Wall Street find TM is highly beneficial, and TM should not be confused with mindfulness.

    F. T. Travis, Shear J. “Focused attention, open monitoring and automatic self-transcending: Categories to organize meditations from Vedic, Buddhist and Chinese traditions.” Consciousness and Cognition 19, no. 4 (2010): 1110-1118.
    D. W. Orme-Johnson, Haynes C. T. “EEG phase coherence, pure consciousness, creativity and TM-Sidhi experiences.” International Journal of Neuroscience 13 (1981): 211-217.
    H. Harung, Travis F. T., Blank W., Heaton D. “Higher development, brain integration, and excellence in leadership.” Management Decision 47, no. 6 (2009): 872-894.
    F. T. Travis, Haaga D., Hagelin J. S., et al. “Effects of Transcendental Meditation practice on brain functioning and stress reactivity in college students.” International Journal of Psychophysiology 71, no. 2 (2009): 170-176.
    K. T. So, Orme-Johnson D. W. “Three randomized experiments on the holistic longitudinal effects of the Transcendental Meditation technique on cognition.” Intelligence 29, no. 5 (2001): 419-440.
    A. Deans. A Record of Excellence: the remarkable success of Maharishi School of the Age of Enlightenment. Fairfield, Iowa: Maharishi University of Management Press, 2005.
    C. N. Alexander, Swanson G. C., Rainforth M. V., et al. “Effects of the Transcendental Meditation program on stress reduction, health, and employee development: A prospective study in two occupational settings.” Anxiety, Stress and Coping: An International Journal 6 (1993): 245-262.
    B. McCollum. “Leadership development and self development: an empirical study.” Career Development International 4, no. 3 (1999): 149-154.

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