Being mindful in uncertain times – a resource-demand perspective on mindfulness as a workplace intervention

Purpose This study aims to investigate the role of a mindfulness intervention in supporting employees during organisational uncertainty. Design/methodology/approach The authors used a qualitative approach involving 17 individual interviews and one focus group discussion from two organisations in the Czech Republic. Participants completed an eight-week mindfulness-based intervention. The data was analysed through the lens of job demands and resources. Findings The thematic analysis revealed that employees faced significant demands, including high workload, stress, and work-home conflict, exacerbated by organisational changes and the pandemic. The mindfulness intervention provided critical resources, such as stress-reducing techniques, social support, a sense of coherence, and a positive focus, which helped participants navigate these challenges. However, the intervention itself introduced new demands, such as time commitment and emotional effort, highlighting the dual nature of interventions during disruptions. Practical implications The authors aim to inform practitioners how mindfulness interventions for employees must be designed and ethically implemented to support them in times of uncertainty. Specifically, the authors emphasise the need for interventions to be context-sensitive. Ethical mindfulness implementation requires that interventions remain voluntary and accessible, preventing situations where employees feel pressured to participate as a means of demonstrating resilience. Originality/value This research adds to the field of workplace learning by demonstrating how mindfulness interventions can serve as experiential learning opportunities that build employee resilience and coping skills during organisational turmoil. It highlights mindfulness’s dual role as both a personal development tool and a structured learning process that enhances employees’ capacity to navigate change and uncertainty.