Effectiveness of Incorporating Mindfulness Programs for Corporate Executives: The IMC Case Study


Mindfulness is bringing one’s complete attention to the experiences occurring in the present moment, in a non-judgmental or accepting way (Brown & Ryan, 2003; Kabat-Zinn, 1990; Linehan, 1993a; Marlatt & Kristeller, 1999) and can be developed through meditation and deep breathing activities. The impact or results demonstrated through research are that it increases awareness, insight, wisdom, compassion, and equanimity (Goldstein, 2002; Kabat-Zinn, 2000). Other organisational impact include employee well-being, resilience, engagement, stress management and job satisfaction (Baer, Smith, Hopkins, Krietemeyer and Toney, 2008). This study measures the effectiveness of a Mindfulness Program, organised for 125 mid to senior executives of a global conglomerate from over 10 different nationalities, conducted over three program runs in one year. The study will show how the program impacted their long-term behaviours, lifestyle, work productivity and relationships using an experimental research design, through pre and post testing, involving physiological variables and behavioural indicators. The results and findings show that there is sustainable and positive behavioural change and long-term physical health improvements for majority of the participants as a direct result of the mindfulness program. And the implication of this study is that this same program can be implemented for other corporate executives to improve physical well-being, organisational satisfaction, performance, and work, relational and family well-being.

Author Information
Kenneth Tan, Octave Institute, Singapore

Paper Information
Conference: PCE2023
Stream: Professional Training

This paper is part of the PCE2023 Conference Proceedings (View)
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To cite this article:
Tan K. (2023) Effectiveness of Incorporating Mindfulness Programs for Corporate Executives: The IMC Case Study ISSN: 2758-0962 The Paris Conference on Education 2023: Official Conference Proceedings https://doi.org/10.22492/issn.2758-0962.2023.25
To link to this article: https://doi.org/10.22492/issn.2758-0962.2023.25

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