Team Mindfulness in Online Academic Meetings to Reduce Burnout

Abstract

Burnout, a negative job-related psychological state common with health professionals, results in valuable healthcare research loss. Team mindfulness, promoting work engagement, represents an aspect effective in reducing burnout. In a series of diverse-membership academic meetings intended to reduce research burnout—employing writing prompts, doodling, and continuous developmental feedback—team mindfulness was demonstrated when conducted in person. Therefore, whether team mindfulness is evident when meetings are held online is relevant. During the first eighteen months of COVID-19 limitations requiring these meetings to be online, it was previously reported that team mindfulness was diminished. Question-asking, submitted doodles, and feedback responses were analyzed for the following year of the same group, both quantitively and qualitatively, and with respect to COR theory, to determine if the result persisted. Team mindfulness was also compromised in the second year with respect to the entire group but not regarding the individual relationship with the facilitator. For a diverse-membership group to demonstrate team mindfulness, it is suggested that creating and using avatars similar to those used in online games might be effective. To continue the successful aspect of team mindfulness found online for this group or similarly designed groups, a one-on-one meeting between participant and facilitator is recommended.