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<p>Knowledge workers, whose optimal performance necessitates periods of deep, uninterrupted focus, are confronted with significant challenges in today’s work environment. Their roles demand not only uninterrupted focus but also active collaboration and communication with their peers, often through the very digital tools that disrupt their focus. Drawing on Self-Determination Theory, we propose Mindful Co-Working Design (MCD) as an innovative intervention that integrates mindfulness into co-working spaces, along with a&#xa0;set of individual strategies (i.e., managing interruptions, taking regular breaks, and goal setting), to mitigate the negative impacts of these challenges. This study evaluated the feasibility and effectiveness of MCD using mixed methods, including quantitative online surveys and qualitative experience reports, with 91&#xa0;participants (part-time students working alongside their studies) in teams of two to five, randomly assigned to either a&#xa0;mindful co-working condition (<i>n</i> = 44) or a&#xa0;co-working only condition (<i>n</i> = 47). Quantitative results indicated significant improvements in job satisfaction and positive affect, alongside reductions in negative affect and perceived stress in both conditions. Interestingly, while no significant differences emerged between conditions for positive outcomes, the MCD condition was more effective in reducing negative outcomes. Qualitative findings, based on inductive coding of 40&#xa0;experience reports, further supported these results. Participants reported that MCD diminished stress, enhanced well-being, improved concentration and goal accomplishment, and promoted respectful interactions. These findings highlight the value of MCD in addressing the dual demands of deep work and collaboration, offering actionable strategies for organizations aiming to support the well-being and productivity of knowledge workers.</p>

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Enhancing knowledge workers’ well-Being and productivity: a mindful co-working design approach

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2025年3月7日

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  • Dandan Pang,
  • Marianne van Woerkom

摘要

Knowledge workers, whose optimal performance necessitates periods of deep, uninterrupted focus, are confronted with significant challenges in today’s work environment. Their roles demand not only uninterrupted focus but also active collaboration and communication with their peers, often through the very digital tools that disrupt their focus. Drawing on Self-Determination Theory, we propose Mindful Co-Working Design (MCD) as an innovative intervention that integrates mindfulness into co-working spaces, along with a set of individual strategies (i.e., managing interruptions, taking regular breaks, and goal setting), to mitigate the negative impacts of these challenges. This study evaluated the feasibility and effectiveness of MCD using mixed methods, including quantitative online surveys and qualitative experience reports, with 91 participants (part-time students working alongside their studies) in teams of two to five, randomly assigned to either a mindful co-working condition (n = 44) or a co-working only condition (n = 47). Quantitative results indicated significant improvements in job satisfaction and positive affect, alongside reductions in negative affect and perceived stress in both conditions. Interestingly, while no significant differences emerged between conditions for positive outcomes, the MCD condition was more effective in reducing negative outcomes. Qualitative findings, based on inductive coding of 40 experience reports, further supported these results. Participants reported that MCD diminished stress, enhanced well-being, improved concentration and goal accomplishment, and promoted respectful interactions. These findings highlight the value of MCD in addressing the dual demands of deep work and collaboration, offering actionable strategies for organizations aiming to support the well-being and productivity of knowledge workers.