The Critical Moment of Transition

[We’re pleased to welcome author Dr. Lotte Svalgaard of Roskilde University. Dr. Svalgaard recently published an article in Management Learning entitled “The critical moment of transition: Staying with and acting on newly gained self- and social awareness,” which is currently free to read for a limited time. Below, Dr. Svalgaard reveals the inspiration for conducting this research :]

mlqb_48_3.coverIn this article, I introduce and explore the concept of ‘mindful avoidance’. Mindful avoidance may easily be misperceived as mindlessness, but it really means that intra- and interpersonal data are noticed, but neither shared, spoken to, nor acted upon.

My research was kicked off by a strong curiosity on ‘the critical moment of transition’. Let me briefly share the case, which motivated me to pursue the research that I share in this article: A leadership programme that provides a strong holding environment sparks strong insights on self and group dynamics. In leaving this holding environment and entering a context characterized by activity and performance, individual participants struggle to stay with their newly gained self- and social awareness.

Now the overarching issue for my research is: What characterizes those moments of struggle?

I find that critical moments in this transition are under-exposed and under-researched, and my article sets off to explore and make sense of the subjective experience of the present and exact moment of ‘letting go’ of newly gained insights.

In my research, the phenomena of mindful avoidance kept popping up. The intensity with which this phenomena is present in the data is thought provoking, and it urged me to write this article.

While on the one hand mindful avoidance may come across as a depressive phenomena, I also argue that the concept of mindful avoidance holds a strong potential for finding ways of acting on newly gained self- and social awareness. Thus, tuning in and staying with mindful avoidance holds the possibility to address “passiveness” as a core defensive routine, and to start moving from “surviving in” to “engaging with” organizational life.

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This entry was posted in Uncategorized by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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