Document Type
News Article
Abstract
Contemporary organizations are continually exposed to profound uncertainty and novelty. The collective mindfulness of organizational members facilitates sensing and interpretation of such environmental changes to effectively respond, adapt, and evolve. Collective mindfulness is a capability that enables organizational members to be alert to their context while continuously learning and ‘thinking on their feet’.
Despite the growing popularity of the concept since its inception around three decades ago, research on collective mindfulness nevertheless remains nascent. Several research opportunities and gaps have been identified, but inadequately addressed. For instance, much extant research on collective mindfulness has focused on High-Reliability Organizations (HROs) such as nuclear power plants, air traffic controllers, medical teams, and naval flight carriers, which face acute safety hazards that can be life-threatening. But little is known about collective mindfulness in non-HRO ‘mainstream’ organizational contexts such as business schools and small businesses that may not have a safety imperative, but are nevertheless vulnerable to errors, blind spots and inertia which can cause operational inefficiencies, customer dissatisfaction, employee burnouts, chances of frauds, financial irregularities, and loss of reputation. My research seeks to explain the antecedents and consequences of collective mindfulness in mainstream organizations, and how collective mindfulness affects strategies.
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Publication Date
Winter 11-1-2022
Recommended Citation
Chatterjee, Aniruddha, "Collective Mindfulness and Strategy" (2022). Management Collection. 4.
https://impressions.manipal.edu/management-collection/4
