List of all CMOCs
| CMOC | Description of CMOC | No of documents* | No of data excerpts† |
| 56 | 594 | ||
| 01 | In a context where any investment has to produce financial returns (C), a well-being course like an MBP might trigger concerns of productivity loss (M) with management hesitant to invest in it (O1) or stopping to invest in it (O2) if it does not pay off. | 1 | 10 |
| 02 | In a context where stress and distress are stigmatised (C) participants might be reluctant to sign up for a stress/mental health programme (O1) because they are concerned that they will be seen as weak and vulnerable (M). | 3 | 6 |
| 03 | If an MBP appeals to an organisation’s overall business strategy, values, and practices (C) it becomes an attractive investment for management (O) as it is believed to enhance not only health and well-being but also overall productivity and/or work performance (M). | 6 | 23 |
| 04 | In a context where an MBP competes with work tasks (C) employees might be concerned that by attending training sessions and practicing mindfulness they will not be able to attain work related goals (M1) or get their job done (M2) and therefore prioritise work over engagement with the programme and its practices (O). | 14 | 32 |
| 05 | In contexts where employees are under a lot of pressure (C) adding tasks (such as course attendance and home practice) can exacerbate feelings of stress/distress (M) and result in inability to practice mindfulness (O1), their dropping-out from the programme (O2) and/or lack of beneficial effects (O3). | 9 | 19 |
| 06 | If supervisors do not explicitly support the practice of mindfulness at work (C) employees refrain from doing the exercises (O) because they are concerned that disadvantages might result from ‘taking time off for self-care’ instead of working (M). | 6 | 10 |
| 07 | In an environment that lacks private or dedicated space for mindfulness practice (C), participants fear interruptions (M1) and might feel exposed in front of non-participating colleagues (M2), which negatively affects their ability to do the practices (O1) and reduces their engagement with mindfulness at work (O2). | 7 | 14 |
| 08 | If people are used to taking care of others (C), they might feel guilty about taking time off for themselves (M) and skip training sessions and/or home practice (O1) or drop out of the programme (O2). | 8 | 11 |
| 09 | If the MBP competes with private time (C) participants might feel that by attending the training sessions, they have to give up other nourishing activities (M) and they have to make a deliberate choice of what to prioritise (O). | 7 | 7 |
| 10 | If employees are offered an MBP through their employer (C), they see that as a sign of care and appreciation (M1) which enhances their investment in the programme (O1), engagement with the exercises (O2), and the ability to practice mindfulness (O3). Being offered an MBP at work might also facilitate investment in self-care more generally (O4) as employees feel that their health and well-being are important (M2). | 8 | 18 |
| 11 | If employees receive official release from their work to attend training sessions (C), they feel ‘permitted’ to take care of self (M), which facilitates investment in the programme (O1), engagement with the exercises (O2) and/or the ability to practice mindfulness (O3). Feeling permitted to take care of self can just by itself be relaxing (O4) and stress reducing (O5), and it might facilitate investment in self-care more generally (O6). | 12 | 27 |
| 12 | When mindfulness practices can be integrated easily into existing routines and busy work schedules (C), take up is high (O) because individuals feel they can do something for their health without having to invest extra time and effort (M1) and/or because it helps them make good use of ‘empty’ time (eg, wait time, commute time) (M2). | 11 | 34 |
| 13 | In a context where pressure and workloads are high (C1) and/or in moments of immediate stress/distress (C2), mindfulness exercises, particularly the brief ones, provide individuals with a sense of coping (M) and thereby reduce perceived stress (O). Coping mechanisms range from attention regulation (M1) and enhanced awareness (M2) to taking a few breaths/deep breathing (M3), cognitive reappraisal (M4), relaxing (M5), zoning out (M6) and/or reminding oneself that these strategies are available (M7). | 23 | 51 |
| 14 | If individuals attend an MBP in their professional roles and functions (C) they might not talk openly about their struggles and experiences (O) because they are concerned that being seen as weak and vulnerable will hurt their professional self (M). | 11 | 26 |
| 15 | When an MBP provides a safe space for professionals to share work related issues (C), receiving practical and emotional support from peers (M) reduces feelings of isolation (O1), enhances normalisation (O2), and might just by itself promote coping (O3) and well-being (O4). | 10 | 24 |
| 16 | In a context where participants feel safe to explore emotional difficulties and share them with others (C), normalisation of stress/distress (M1) and the experience of acceptance through group and/or instructor (M2) plant the seeds for greater (self-) acceptance (O1) and (self-) compassion (O2). The experience of acceptance through group and/or instructor can also set the ground for transforming difficult emotions (O2). | 17 | 52 |
| 17 | In a context that allows participants to leave their professional role and status behind (C), they see their own humanity and vulnerability and the same in others (M), which might plant the seed for greater acceptance (O1) and compassion (O2). | 7 | 15 |
| 18 | When the facilitator is trusted and embodies mindful acceptance (C), participants feel safe to explore and test out new ways of being (M) which enables change (O). | 2 | 8 |
| 19 | If mindfulness is seen to be incompatible with work practices (C), individuals might stop investing in it (O1) or only use it sporadically (O2) because they are concerned that it negatively affects their work performance (M). | 5 | 10 |
| 20 | If participants find their new ways of dealing with workplace stress to be incompatible with workplace culture (C), disillusionment (M1) or concerns about no longer fitting with the team/organisation (M2) might negatively impact not only their engagement with mindfulness practices (O1) but also overall employee engagement (O2). An MBP can create in-groups and out-groups within an organisation (O3) with employees who have participated in an MBP and those who have not. | 11 | 16 |
| 21 | If participants experience acceptance/compassion in the group and/or in their relationship with the instructor (C), they gain confidence in bringing this experience to difficult moments at work (M) which is experienced as stress reducing (O1) and rewarding (O2). | 10 | 35 |
| 22 | If employees see colleagues benefiting from the MBP (C), they might feel that they ‘want this too’ (M) leading to contagion effects with more and more people getting involved with mindfulness in an organisation (O). | 2 | 4 |
| 23 | If an MBP is offered as a professional development programme (C1) or otherwise appeals to an individual’s professional aspirations, values, or practices (C2) it becomes a worthwhile investment (O) as it is seen to enhance not only mental health and well-being but also professional functioning and development (M) and/or to help achieve workplace goals (M). | 15 | 52 |
| 24 | When the teachings help participants make sense of their experience (C) they provide a sense of growth (M1) and/or control (M2) which positively affects engagement with the MBP and its practices (O). | 11 | 24 |
| 25 | If participants experience improvements that they attribute to their mindfulness practice (C) they continue practicing (O) because they feel that they will be OK as long as they do the exercises (M1) and/or might improve even more (M2). This might create feedback loops (O2) or even set off gain spirals (O2). | 13 | 23 |
| 26 | Positive effects in one area (C) can have a ripple effect leading to improvements in other areas (O) as individuals feel they have more energy at their disposal (M1), they have gained confidence in themselves and in the mindfulness approach (M2), they are better able to regulate their emotions and behaviour (M3) and/or increased awareness encourages them to take better care of their health (M4). | 21 | 43 |
*Number of documents in which we found data to support that specific CMOC.
†Number of data excerpts that were used to build that specific CMOC.
CMOCs, context-mechanism-outcome configurations.