Abstract

Abstract for: Role of mindfulness for building an external mind for group consensus- A quasi-experimental approach

Introduction The new world signals a shift in power accumulation from individual positions to networks. Such a shift requires collaboration, collective consensus and key skills. The role of dialogue in extending reach to the audience and effectiveness in building the foundations of group consensus.
Approach Literature survey on collective mindfulness and systems thinking is reflected upon to establish a gap in research. It then discusses and compares the methods used in co-creation useful in creating such a consensus. In particular, Stafford Beers Team Syntegrity is illustrated and critically examined for it’s effectiveness in policy making and bringing out a shared vision. A quasi experimental study results are reflected.
Results We argue that the co-creative process may improve significantly with an explicit “collective mindfulness” intervention. Results from a quasi-experimental study with 24 students are analysed to understand how such an intervention can improve convergence to a consensus faster.
Discussion We finally discuss the implications of the study in the field of strategy, education and policy. Mega projects get delayed due to a structural fault in communication – Hierarchy However, we at present do not have self-regulating organisations in social systems. A consensus building process like Syntegration brings self-regulation in temporary systems like projects

Introduction	The new world signals a shift in power accumulation from individual positions to networks. Such a shift requires collaboration, collective consensus and key skills. The role of dialogue in extending reach to the audience and effectiveness in building the foundations of group consensus.
Approach	Literature survey on collective mindfulness and systems thinking is reflected upon to establish a gap in research. It then discusses and compares the methods used in co-creation useful in creating such a consensus. In particular, Stafford Beers Team Syntegrity is illustrated and critically examined for it’s effectiveness in policy making and bringing out a shared vision. A quasi experimental study results are reflected.
Results	We argue that the co-creative process may improve significantly with an explicit “collective mindfulness” intervention. Results from a quasi-experimental study with 24 students are analysed to understand how such an intervention can improve convergence to a consensus faster.
Discussion	We finally discuss the implications of the study in the field of strategy, education and policy. Mega projects get delayed due to a structural fault in communication – Hierarchy However, we at present do not have self-regulating organisations in social systems. A consensus building process like Syntegration brings self-regulation in temporary systems like projects