While metacognitive beliefs aid individuals in higher levels of self-regulation, mental fatigue draws resources away from self-regulation. Meanwhile, how individuals appraise a situation influence how much self-regulation is needed to maintain mindfulness.
“Despite the increasing prevalence of mindfulness in organizational research, we have yet to seriously consider its antecedents: how and why people become more or less mindful from one situation to the next.” In other words, while researchers have previously explored what mindfulness predicts, little to no research has studied what predicts mindfulness, which represents the core contribution of Reina’s study.
“Mindfulness is often assumed to be something that people bring with them into situations, some stable psychological property that is inherent to them,” the study concludes. “The present research helps nuance this assumption. If we instead see mindfulness as arising from the coming together of people and their situations, we can better conceptualize mindfulness and design organizational situations that enhance it.”
Mindfulness has become a core social and emotional learning strategy in the Austin Independent School District (AISD) in Texas. The district has even created a mindfulness specialist position, filled by James Butler, the district’s 2014 Teacher of the Year.
There are various understandings of mindfulness, but most focus on being nonjudgmental and present in the moment.