Collective mindfulness

Maintaining and sustaining safety is extremely critical in high-reliability organizations. Upward voice contributes to a proactive approach to safety and allows the early identification of potential problems before they cascade into tragic consequences. Despite its relevance, research tends to focus on the antecedents of upward voice rather than its consequences or the mechanisms and boundary conditions that explain its potential benefits for safety. Method: This study responds to this research gap by examining the relationship between upward voice and safety performance, and the mediating role of team learning in this relationship. The current study also explores the moderating effect of safety climate on the direct effect of upward voice on team learning. Additionally, it examines how this moderation influences the indirect effect of upward voice on safety performance through team learning. The sample was composed of 617 workers from two nuclear power plants of the same organization. Results: Results revealed a moderated mediation effect: the indirect effect of upward voice on safety performance through team learning was conditional upon the level of safety climate. As safety climate increases, the indirect positive effect becomes stronger.

Det var en utfordring å skulle ta fatt på denne oppgaven fordi problemstillingen er utradisjonell for en masteroppgave i toksikologi. Å vurdere risiko er imidlertid hovedoppgaven til toksikologer som jobber med regulatorisk toksikologi, og å synliggjøre hvordan risiko blir kommunisert videre til forvaltere og allmennheten er en viktig del av denne oppgaven. I en tid der miljøbevisstheten vokser og flere kontroverser omkring miljøsaker har oppstått, ikke minst rundt etablering av petroleumsvirksomhet, er adekvat presentasjon av usikkerhet i risikovurdering et interessant tema. Veilederen min har støttet meg gjennom den til tider kronglete prosessen det har vaert å definere problemstilling og strukturere oppgaven. Takk til professor og veileder, Ketil Hylland, for tålmodighet og gode råd. Takk til Juliet Munden for gjennomlesning og tips. Oppgaven er støttet av midler fra Patrick Geddes' fond .

professor ved Norges Handelshøyskole (NHH). Hun er utdannet dr.polit. fra Institutt for sosiologi og samfunnsgeografi ved Universitetet i Oslo. Hennes forskning omfatter temaer som ansettelsesrelasjoner, jobbkvalitet, sykefravaer og kompetanseutvikling. INGER STENSAKER er professor ved Institutt for strategi og ledelse ved Norges Handels høyskole. JORUNN THARALDSEN er Ph.D. og sjefi ngeniør i Petroleumstilsynet. Hun har tidligere vaert forskningsleder hos Iris, og forskningsinteressene e er organisasjonsperspektivet av sikkerhetskultur og HMS-arbeid. MARIA KJAERLAND-HAGA har en doktorgrad i risikostyring og samfunnssikkerhet. Hun har tidligere jobbet som forsker i 'International Research Institute of Stavanger' og arbeider nå som spesialkonsulent i Statoil ASA.

Det tidligere Oljedirektoratet skulle bidra til størst mulig verdiskaping for samfunnet under hensyn til en forsvarlig ressursforvaltning, på samme tid som det skulle ivareta helse, miljø og sikkerhet under hensyn til høyest mulig produktivitet. Dette innebar flere typer av målkonflikter, dilemmaer og organisatoriske utfordringer når det gjaldt å håndtere rollene som rådgiver og tilsynsmyndighet. Problemstilling som drøftes i rapporten er om en utskilling av et Petroleumstilsyn (Ptil) er et svar på disse målkonfliktene og hvor relevant denne løsningen er i forhold til de utfordringer næringen står overfor. Sammenhengen mellom verdiskaping, ressursforvaltning, helse, arbeidsmiljø, ytre miljø og sikkerhet representerer i seg selv mulige målkonflikter og dilemmaer som kan opptre på ulike nivå. Noen av dem er av politisk karakter, mens andre faller inn under bedriftenes interne virksomhet. Janusansiktet introduseres for å tematisere risikohåndtering som en side ved målkonflikter og dile...

The aim of this study is to investigate the psychometric properties of the Italian version of the nineitem Mindfulness Organizing Scale (MOS) in a sample of 654 Italian employees (330 males and 324 females, age range 25-64 years). A confirmatory factor analysis and a reliability analysis were carried out. The results supported the one-dimensional factor structure of the MOS, and the utility of excluding one item to increase the reliability. The validity of the eight-item scale was confirmed by significant correlation with the Perceived Organizational Support Scale, Commitment to Organizational Change, and other scales that evaluate the antecedents and some single dimensions of organizational mindfulness: awareness of potential problems, tendency towards carelessness, complexity of the organization, preoccupation with failure, reluctance to simplify, sensitivity to operations, commitment to resilience, and deference to expertise (Weick & Sutcliffe, 2001). The good psychometric proper...

The concept of mindfulness has become the topic of heated debates among scholars and practitioners alike. Hyland, Lee, and Mills's (2015) focal article has an ambitious goal: distilling how mindfulness fits into workplace research and practice. This is laudable, and we are pleased that the authors are providing a review of the many ways in which mindfulness may benefit employees and organizations. Unfortunately, the authors fall short of their aspiration to produce a comprehensive overview of the link between workplace mindfulness and performance. We outline three points that we find may have helped the authors achieve their main objective.

Introduction: Mindful organizing (also known as collective mindfulness) is a team level construct that is said to underpin the principles of high-reliability organizations (HROs), as it has shown to lead to almost error-free performance. While mindful organizing research has proliferated in recent years, studies on how to measure mindful organizing are scarce. Vogus and Sutcliffe (2007) originally validated a nine-item "Mindful Organizing Scale" but few subsequent validation studies of this scale exist. The present study aimed to validate a Spanish version of the Mindful Organizing Scale. Method: The sample included 47 teams (comprising of a total of 573 workers with an average team size of 12.19) from a Spanish nuclear power plant. A confirmatory factor analysis (CFA), reliability analysis, and an analysis of aggregation indices were carried out. A correlation analysis and CFA were used to further validate the scale in terms of its distinctiveness from, and relationship with, other team-related variables such as safety culture, team safety climate, and team learning. Finally, evidence of criterion-related validity was collected by testing the incremental validity of the mindful organizing scale in the association with various workplace safety outcomes (safety compliance and safety participation). Results: The results confirmed a unidimensional structure of the scale and indicated satisfactory internal consistency. Aggregation of the scores to the team level was justified while significant positive correlations between mindful organizing and other team-related variables (safety culture, team safety climate, team learning) were found. Moreover, mindful organizing showed distinctiveness from safety culture, team safety climate and team learning. Finally, incremental validity of the scale was supported, as it shows to be associated with safety compliance and safety participation above and beyond other related constructs. Conclusions: The Spanish version of the Mindful Organizing Scale has shown to be a valid and reliable scale that can be used to measure mindful organizing. Contributions: The validation of the unidimensional Spanish version of Vogus and Sutcliffe's (2007) Mindful Organizing Scale provides researchers and practitioners with a reliable and valid tool to use in Spanish speaking organizations to measure mindful organizing, which has been shown to result in more reliable performance. Theoretically, this study offers four contributions. Firstly, it validates a scale that operationalizes the 'mindful organizing' construct in a traditional high-reliability organization (nuclear power plant) which has never been done before. Secondly, it offers evidence that a mindful organizing scale can be validated in a new cultural context and language (Spanish) to any of the previous studies done before it. Thirdly, it adds to our understanding of mindful organizing's nomological network by distinguishing it from other team and safety-related variables. Lastly, it builds on current research showing sound psychometric properties of a one-dimensional, quantitative measure of mindful organizing.

The aim of this paper is to develop and test a model in which empowering leadership is expected to contribute to developing mindful organizing, which in turn should contribute to safety compliance and safety participation. Empowering leadership was measured at Time 1, and the rest of the variables were measured two years later (Time 2). The sample used for the analyses in this study included 49 teams and 200 employees from a company in the nuclear generation industry with three different sites. The multilevel structural equation analysis performed to test the proposed model revealed an acceptable fit, and most of the paths were statistically significant and presented the expected sign. Results supported mindful organizing as a full mediator in the relationship between empowering leadership and the change in safety compliance. However, the mediator role of mindful organizing in the relationship between empowering leadership and the change in safety participation was not supported. Implications of these findings for the development of a theoretical framework for mindful organizing and practical implications are outlined.

Mindful organizing (also known as collective mindfulness) is a collective capability that allows teams to anticipate and swiftly recover from unexpected events. This collective capability is especially relevant in high-risk environments where reliability in performance is of utmost importance. In this paper, we build on current mindful organizing theory by showing how two front-line communication and participatory conditions (perceived safety for upward dissent and climate for employee engagement) interact to predict mindful organizing. We shed light on the controversy around mindful organizing's effect on team's subjective experience at work by showing that it leads to greater team job satisfaction and thus lowers individual turnover intentions. These relationships were tested using a time-lagged design with two datacollection points using a sample of 47 teams within the nuclear power industry.

Introduction Mindfulness-based programmes (MBPs) have an established, growing evidence base as interventions to optimise health, well-being and performance of individual participants. Emerging evidence suggests that MBPs also enhance prosociality, encouraging individuals to contribute to positive social change. This study focuses on the potential of MBPs to facilitate development of participants' inner resources that support prosocial shifts. The review seeks to detect shifts in MBP benefit from individual toward 'bigger than self', informing and empowering individual and collective responses to complex societal and global issues. The review aims to map current literature on MBPs and social change, into a descriptive overview with commentary on quality, trends, theoretical models and gaps, and on how training in MBPs potentially enables individual and collective responses to societal and global issues. Recommendations for future directions for researchers seeking to advance this evidence base, and practitioners developing innovative MBPs for this purpose will be provided. Methods and analysis A scoping review of peerreviewed literature will be undertaken and reported on according to the Joanna Briggs Institute (JBI) Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews guidance. Systematic searches of four scientific databases will be undertaken to identify potentially eligible articles published from all time to current date. Data will be extracted using an extraction template and analysed descriptively using narrative synthesis. Ethics and dissemination This scoping review involves no human participants, so ethics is not required. Findings will be shared through professional networks, conference presentations and journal publication.