{"id":14599,"date":"2019-07-23T13:00:40","date_gmt":"2019-07-23T13:00:40","guid":{"rendered":"https:\/\/www.mindful.org\/?p=14599"},"modified":"2026-04-01T02:57:41","modified_gmt":"2026-04-01T02:57:41","slug":"mindfulness-can-improve-strategy","status":"publish","type":"post","link":"https:\/\/www.mindful.org\/mindfulness-can-improve-strategy\/","title":"How Mindfulness Improves Strategic Thinking","content":{"rendered":"\n

Over the course of a couple of decades, meditation<\/a> has migrated from Himalayan hilltops and Japanese Zendos to corporate boardrooms and corridors of power, including\u00a0Google<\/a>,\u00a0Apple<\/a>,\u00a0Aetna<\/a>,\u00a0the Pentagon, and\u00a0the U.S. House of Representatives<\/a>.<\/p>\n\n\n\n

On a personal level, leaders are taking note of\u00a0empirical research<\/a>\u00a0documenting meditation\u2019s potential for reducing stress, lowering blood pressure, and improving emotional regulation. Mindfulness meditation\u2014the\u00a0practice\u00a0of\u00a0cultivating deliberate focused attention on the present moment\u2014<\/em>has caught on as a way to bring focus, authenticity, and intention to the practice of leadership. Daniel Goleman and Bill George\u00a0have described mindfulness<\/a> as a means to listen more deeply and guide actions through clear intention rather than emotional whims or reactive patterns.<\/p>\n\n\n\n

In an age in which corporations and public organizations are increasingly under attack for short-term thinking<\/a>, a dearth of vision<\/a>, and perfunctory reactions to quick stimuli<\/a>, it\u2019s worth posing the question: Can mindfulness help organizations\u2014not just individual leaders\u2014behave more intentionally? Practically speaking, can organizational leaders integrate mindfulness practices into strategic planning processes?<\/p>\n\n\n\n

How Mindfulness Creates Space to Innovate<\/h2>\n\n\n\n

Seventy years ago, Viktor Frankl, an Austrian psychiatrist who had just emerged from years as a prisoner at Auschwitz, shed some light on the question with a now-classic teaching. \u201cBetween stimulus and response, there is a space,\u201d he wrote<\/a> in 1946. \u201cIn that space is our power to choose our response. In our response lies our growth and our freedom.\u201d<\/p>\n\n\n\n

Mindfulness\u2014the practice of watching one\u2019s breath and noticing thoughts and sensations\u2014is, at its core, a practice of cultivating this kind of space. It\u2019s about becoming aware of how the diverse internal and external stimuli we face can provoke automatic, immediate, unthinking responses in our thoughts, emotions, and actions. <\/p>\n\n\n\n

As the University of Virginia\u2019s Timothy Wilson has argued, our brains are not equipped to handle the 11-plus million bits of information<\/a> arriving at any given moment. For the sake of efficiency, we tend to make new decisions based upon old frames, memories, or associations. Through mindfulness practice, a person is able to notice how the mind reacts to thoughts, sensations, and information, seeing past the old storylines and habitual patterns that unconsciously guide behavior. This creates space to deliberately choose how to speak and act.<\/p>\n\n\n\n

Through mindfulness practice, a person is able to notice how the mind reacts to thoughts, sensations, and information, seeing past the old storylines and habitual patterns that unconsciously guide behavior. <\/p><\/blockquote>\n\n\n\n

Organizations, like individuals, need this kind of space.<\/p>\n\n\n\n

As UCLA\u2019s Richard Rumelt, a leading expert on strategic planning, writes in his book Good Strategy, Bad Strategy<\/em>, one of the quintessential components of good strategy is the ability to take a step out of the internal storyline and shift viewpoints. \u201cAn insightful reframing of a competitive situation\u201d he writes, \u201ccan create whole new patterns of advantage and weakness. The most powerful strategies arise from such game-changing insights.\u201d<\/p>\n\n\n\n

To craft strategy on the basis of what Harvard\u2019s Richard Chait and other scholars have called generative thinking<\/a>, it\u2019s not only necessary to identify a coherent set of policies or actions in response to a problem or opportunity, it\u2019s also necessary to elucidate the full range of values, assumptions, and external factors at play in a decision-making situation. It\u2019s essential to step back and ask not only whether the team has identified the right plans or solutions but whether they have identified the right questions and problems in the first place. All this requires space between stimulus and response.<\/p>\n\n\n\n

Three Ways to Use Mindfulness When Planning<\/h2>\n\n\n\n

So how can organizations bring more space to strategic planning? Is the answer to simply recruit leaders and board members who engage in contemplative practices?<\/p>\n\n\n\n

It can\u2019t hurt. Steve Jobs, a regular meditator,\u00a0made use of mindfulness practice<\/a>\u00a0to challenge operating assumptions at Apple and to enhance creative insight in planning. Ray Dalio of Bridgewater Capital has likewise used\u00a0mindfulness\u00a0not only as a tool for increasing productivity but also enhancing situational awareness as a strategist.<\/p>\n\n\n\n

But it\u2019s also possible to build mindfulness directly into planning exercises.<\/p>\n\n\n\n

One of us recently had the opportunity to test the concept of mindful strategy with a group of middle managers and senior executives from the legal, advertising, finance, and non-profit sectors in the Bay Area. The experience gave us a clearer practical understanding of what works when it comes to integrating mindfulness practice into strategy retreats.<\/p>\n\n\n\n

  1. Take mindful moments:\u00a0<\/strong>One simple approach is to integrate straightforward mindfulness activities<\/a> into meetings and retreats. By punctuating planning exercises with deliberate time for those present to simply connect with their breath and recognize unnecessary distractions, organizers can create the conditions for intuition to arise. \u00a0As Rasmus Hougaard and Jacqueline Carter explain<\/a>, it\u2019s possible to integrate simple practices of focus and awareness throughout a workday. <\/li>
  2. Explore alternative scenarios:\u00a0<\/strong>It\u2019s also possible to inject an element of mindfulness<\/a> without meditating at all. Scenario planning exercises, for example, open decision-makers to numerous, plausible alternative \u201cstories of the future\u201d that inherently challenge assumptions and mindsets. Corporations including Shell and governments including Singapore have used such practices\u2014first and foremost for their\u00a0heuristic value<\/a>\u2014with considerable success for decades. Much like meditation, the practice of\u00a0nonjudgmentally<\/em> assessing different plausible futures is a practical way of shining light on old unexamined thought patterns and making room for new ideas.
    <\/li>
  3. Visualize positive outcomes<\/strong>: As Daniel Goleman\u00a0argues<\/a>, positivity is part and parcel of focused attention. \u201cPessimism narrows our focus,\u201d he writes, \u201cwhereas positive emotions widen our attention and our receptiveness to the new and unexpected.\u201d Organizational leaders can benefit from imagining organizational \u201cend-states\u201d during strategy sessions. This can be as simple as posing a variant of the question Goleman suggests\u2014\u201cif everything works out perfectly for our organization, what would we be doing in ten years?\u201d\u2014and taking time to contemplate.<\/li><\/ol>\n\n\n\n

    Mindfulness practices like these can help leaders\u2014and their organizations\u2014identify which ideas and aspirations are important and which assumptions limit their growth. They\u2019re useful not only for attaining enlightenment but also for making sense of a changing world.<\/p>\n\n\n\n

    This article was originally published on Harvard Business Review<\/a>. Read the original article<\/a>.<\/h6>\n","protected":false},"excerpt":{"rendered":"

    Three ways mindfulness can help leaders\u2014and their organizations\u2014identify important ideas.<\/p>\n","protected":false},"author":213,"featured_media":35446,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[17613,17599,17606,17612],"tags":[17560,17274],"departments":[],"issues":[],"coauthors":[1023],"class_list":["post-14599","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-focus-attention","category-mindfulness-for","category-stress-anxiety","category-work-career","tag-leadership","tag-premium"],"acf":[],"site_id":1,"yoast_head":"\nHow Mindfulness Improves Strategic Thinking - Mindful<\/title>\n<meta name=\"description\" content=\"Learn strategic thinking with this five-step approach: understand, plan, analyse, reflect and refine to become a better decision-maker\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.mindful.org\/mindfulness-can-improve-strategy\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How Mindfulness Improves Strategic Thinking\" \/>\n<meta property=\"og:description\" content=\"Three ways mindfulness can help leaders\u2014and their organizations\u2014identify important ideas.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.mindful.org\/mindfulness-can-improve-strategy\/\" \/>\n<meta property=\"og:site_name\" content=\"Mindful\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/mindfulorg\" \/>\n<meta property=\"article:published_time\" content=\"2019-07-23T13:00:40+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-04-01T02:57:41+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.mindful.org\/content\/uploads\/work-7.png\" \/>\n\t<meta property=\"og:image:width\" content=\"1920\" \/>\n\t<meta property=\"og:image:height\" content=\"1200\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Justin Talbot-Zorn\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@MindfulOnline\" \/>\n<meta name=\"twitter:site\" content=\"@MindfulOnline\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Justin Talbot-Zorn\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"5 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.mindful.org\\\/mindfulness-can-improve-strategy\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.mindful.org\\\/mindfulness-can-improve-strategy\\\/\"},\"author\":{\"name\":\"Justin Talbot-Zorn\",\"@id\":\"https:\\\/\\\/www.mindful.org\\\/#\\\/schema\\\/person\\\/24c2288df6cd128e1afc52bc63e95e5d\"},\"headline\":\"How Mindfulness Improves Strategic Thinking\",\"datePublished\":\"2019-07-23T13:00:40+00:00\",\"dateModified\":\"2026-04-01T02:57:41+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.mindful.org\\\/mindfulness-can-improve-strategy\\\/\"},\"wordCount\":1056,\"publisher\":{\"@id\":\"https:\\\/\\\/www.mindful.org\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/www.mindful.org\\\/mindfulness-can-improve-strategy\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.mindful.org\\\/content\\\/uploads\\\/work-7.png\",\"keywords\":[\"Leadership\",\"premium\"],\"articleSection\":[\"Focus & Attention\",\"Mindfulness For\",\"Stress & Anxiety\",\"Work & Career\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.mindful.org\\\/mindfulness-can-improve-strategy\\\/\",\"url\":\"https:\\\/\\\/www.mindful.org\\\/mindfulness-can-improve-strategy\\\/\",\"name\":\"How Mindfulness Improves Strategic Thinking - 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Mindful is the voice of the emerging mindfulness community. We work to provide insight, information, and inspiration to help us all live more mindfully. From the latest articles on mindful.org, online learning, Mindful Magazine to our conferences and collaborations, our activities support people seeking to learn more as well as leaders working to bring genuine mindfulness practices into the mainstream. We offer courses, personal stories, news-you-can-use, practical advice, resources and insights that speak to anyone from novice meditators looking for guidance to corporate managers exploring new ways to cultivate workplace engagement and fulfillment. Our audience learns from leaders in the field about effective techniques for mindful living, and the science that points to its benefits.","email":"mindful@mindful.org","legalName":"Mindfulness United Pty Ltd"},{"@type":"Person","@id":"https:\/\/www.mindful.org\/#\/schema\/person\/24c2288df6cd128e1afc52bc63e95e5d","name":"Justin Talbot-Zorn","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.mindful.org\/content\/uploads\/2016\/08\/AAEAAQAAAAAAAAN_AAAAJDlkNzc2NjA4LWQxZTItNGFjNS04ZjViLWFiYTYyOGZkMTE4OA-96x96.jpgb7964eeade2e822cdd34463432e3b194","url":"https:\/\/www.mindful.org\/content\/uploads\/2016\/08\/AAEAAQAAAAAAAAN_AAAAJDlkNzc2NjA4LWQxZTItNGFjNS04ZjViLWFiYTYyOGZkMTE4OA-96x96.jpg","contentUrl":"https:\/\/www.mindful.org\/content\/uploads\/2016\/08\/AAEAAQAAAAAAAAN_AAAAJDlkNzc2NjA4LWQxZTItNGFjNS04ZjViLWFiYTYyOGZkMTE4OA-96x96.jpg","caption":"Justin Talbot-Zorn"},"description":"Justin Talbot-Zorn is a Truman National Security Fellow and public policy consultant. He has been a regular meditation teacher on Capitol Hill, where he also served as Legislative Director for three Members of Congress.","url":"https:\/\/www.mindful.org\/author\/justin-talbot-zorn\/"}]}},"_links":{"self":[{"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/posts\/14599","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/users\/213"}],"replies":[{"embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/comments?post=14599"}],"version-history":[{"count":8,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/posts\/14599\/revisions"}],"predecessor-version":[{"id":665175,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/posts\/14599\/revisions\/665175"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/media\/35446"}],"wp:attachment":[{"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/media?parent=14599"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/categories?post=14599"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/tags?post=14599"},{"taxonomy":"departments","embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/departments?post=14599"},{"taxonomy":"issues","embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/issues?post=14599"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.mindful.org\/wp-json\/wp\/v2\/coauthors?post=14599"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}