adaptive mindfulness

Adaptive mindfulness improves performance by giving managers more opportunities for mental rehearsal. Adaptive mindfulness achieves this by first giving a brief period of instruction on methodology of developing relaxed alertness. Like a sprinter in the blocks, the best performers are relaxed but also totally focused.

Adaptive mindfulness improves stress management through physical changes to brain networks. In a study comparing beginners that meditated for one hour per day with a group of expert meditators who had between 10,000 and 54,000 hours of practice. Each displayed activation in a large overlapping network that is responsible for attention in the brain. There are specific brain regions that are activated when people meditate and regions related to attention are among them. Another study found that five days of attention training on the computer increased the efficiency of the executive attention networks.

The purpose of an adaptive mindfulness coach is to guide managers in broadening their mindful experience beyond formal practice. By integrating many different methods into a single adaptive mental training system we are able to great results with very low levels of commitment required from managers.

It’s very rare that managers feel like they have the time for traditional eye-closed mindfulness. While the traditional style of mindfulness does have its benefits, it is simply not as adaptable. When humans first discovered flight, airplanes required bi-wings and propellors, this limited the application of flight technology.

When we discovered jet propulsion everything changed because this more efficient way of developing thrust could lend itself to a wider range of applications. You can’t have propellor powered spaceships. You may think of adaptive mindfulness as the jet engine to the traditionalists propellors. It’s still flight, but more efficient and applicable across a wider range of contexts.

Most research related to mindfulness is focused on intentional, formal practice sessions. These do not merge very well with the corporate environment. Instead, the organisational context should be used as a catalyst to facilitate the development of employee mindfulness.