“I Think Mindfulness Might Be a Good Tool, But…”—A Qualitative Study of Employees’ Perceptions of the Implementation of a Forthcoming Workplace-Adapted Mindfulness-Based Intervention

Abstract Objectives This study explored employees’ perceptions of a forthcoming mindfulness-based intervention (MBI) initiated by management in small and medium-sized enterprises (SMEs). Method Qualitative data from a quasi-experimental trial of a workplace-MBI in Danish SMEs were analysed. The intervention included (1) a mandatory introductory session on mental health and mindfulness, (2) voluntary participation in a 10-week workplace-adapted Mindfulness-Based Stress Reduction (MBSR) course, and (3) a voluntary workshop on implementation. Nine focus groups with 28 employees were conducted at baseline. Data were analysed using reflexive thematic analysis. Results Employees generally viewed the intervention as a caring initiative addressing stress-related challenges. Mindfulness was perceived as a tool for managing stress, improving communication, and enhancing the psychosocial work environment. Despite this curiosity, employees’ subjective theories and preconceptions of mindfulness gave rise to scepticism regarding its compatibility with the workplace and with their own values and beliefs. Some employees were also concerned about how colleagues might perceive the workplace-MBI, fearing it could be poorly received and potentially lead to social exclusion or stigma. Conclusions Employees acknowledged management’s decision to implement an MBI in the workplace. However, they expressed concerns about participating, citing lack of time, fear of stigma, and potential social exclusion. Barriers and facilitators to employee engagement in workplace-MBIs exist at multiple levels and are influenced by individual, interpersonal, and organisational factors, which is important to take into consideration when implementing MBIs. Preregistration The parent feasibility trial was registered in the ISRCTN registry (ISRCTN93567471; https://doi.org/10.1186/ISRCTN93567471 ). This secondary qualitative analysis was not separately preregistered.

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Publication Details

Journal
Mindfulness
Published
2026-08-21
DOI
https://doi.org/10.1007/s12671-026-02972-x
Primary Topic
Mindfulness and Compassion Interventions
Type
article
Field-Weighted Citation Impact
0.00

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article

“I Think Mindfulness Might Be a Good Tool, But…”—A Qualitative Study of Employees’ Perceptions of the Implementation of a Forthcoming Workplace-Adapted Mindfulness-Based Intervention

Eva Gemzøe Mikkelsen, Lise Juul, Lars Kjartan Bacher Svendsen, Emilie Hasager Bonde et al.
Mindfulness
Mindfulness and Compassion Interventions
article

“I Think Mindfulness Might Be a Good Tool, But…”—A Qualitative Study of Employees’ Perceptions of the Implementation of a Forthcoming Workplace-Adapted Mindfulness-Based Intervention

Eva Gemzøe Mikkelsen, Lise Juul, Lars Kjartan Bacher Svendsen, Emilie Hasager Bonde, Pernille Aakjær Mikkelsen
article en

Abstract

Abstract Objectives This study explored employees’ perceptions of a forthcoming mindfulness-based intervention (MBI) initiated by management in small and medium-sized enterprises (SMEs). Method Qualitative data from a quasi-experimental trial of a workplace-MBI in Danish SMEs were analysed. The intervention included (1) a mandatory introductory session on mental health and mindfulness, (2) voluntary participation in a 10-week workplace-adapted Mindfulness-Based Stress Reduction (MBSR) course, and (3) a voluntary workshop on implementation. Nine focus groups with 28 employees were conducted at baseline. Data were analysed using reflexive thematic analysis. Results Employees generally viewed the intervention as a caring initiative addressing stress-related challenges. Mindfulness was perceived as a tool for managing stress, improving communication, and enhancing the psychosocial work environment. Despite this curiosity, employees’ subjective theories and preconceptions of mindfulness gave rise to scepticism regarding its compatibility with the workplace and with their own values and beliefs. Some employees were also concerned about how colleagues might perceive the workplace-MBI, fearing it could be poorly received and potentially lead to social exclusion or stigma. Conclusions Employees acknowledged management’s decision to implement an MBI in the workplace. However, they expressed concerns about participating, citing lack of time, fear of stigma, and potential social exclusion. Barriers and facilitators to employee engagement in workplace-MBIs exist at multiple levels and are influenced by individual, interpersonal, and organisational factors, which is important to take into consideration when implementing MBIs. Preregistration The parent feasibility trial was registered in the ISRCTN registry (ISRCTN93567471; https://doi.org/10.1186/ISRCTN93567471 ). This secondary qualitative analysis was not separately preregistered.

Mindfulness
University of Southern Denmark (DK), Aarhus University (DK), Regional Hospital Randers (DK)
Aarhus Universitet
Reduced inequalities
Openalex Percentile: Top 6%
Mindfulness and Compassion Interventions
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