“Adapt or die” is the spreading philosophy that shapes how organizations respond to change. Although change has always been inevitable in the business landscape, the pace of change has arguably increased during the 21st century. Simultaneously, there is a projectification happening, where projects are used for organizing work in more and more settings, increasing demands for flexible project managers. This has led to a heightened focus on concepts such as mindfulness and agility among academics and practitioners alike. However, the relationship between the two is sparsely investigated, and primarily set within a software development context. This paper therefore answers the call for more research investigating the two, and more specifically in the context of project management. This study explored the effect of mindfulness on project managers’ ability to be agile and lead agile work through a qualitative research approach, utilizing a case study with interviews. The study took place at a medium sized IT consultancy company in Sweden, where nine respondents were interviewed through semi-structured interviews. Additionally, an agility expert was interviewed to provide professional input on the complex concept of business agility. The data collected was analyzed through coding and thematic analysis techniques based on a previously defined theoretical framework, with five mindfulness principles and a definition of agility in project organizations as the foundation. The results validate the five mindfulness principles as a framework for assessing mindfulness in organizations. The study identified connections between mindfulness, agility, and project management within the case company. By understanding these connections, the study suggests that mindfulness can enhance agility and flexibility in project management, addressing the specific research gap. By incorporating an interdisciplinary approach and reviewing research from various organizational fields, the study provides a holistic perspective on mindfulness and agility in the project management context. Additionally, the study highlights the importance of a shared mindset in achieving successful agility, emphasizing the role of openness to change and organizational learning in agile work environments. Finally, the study suggests several practical implications for managers and organizations. Firstly, it emphasizes the role of mindfulness as an enabler of agility, highlighting the importance of a shared mindset and openness to change within teams. The five mindfulness principles are recommended as a concrete way to implement and assess mindfulness in organizational settings. Additionally, the findings suggest that project managers can play a crucial role in initiating and driving the mindfulness and agility processes within their organizations. The study provides insights into how mindfulness practices can support agile work environments and enhance organizational flexibility.

This two-part study was conducted as part of a larger project exploring leadership, organizational processes, and performance in local governments. In Study 1, we conducted interviews with exemplary leaders in local governments across a medium sized southeastern state. Results of these interviews suggested leadership and organizational processes consistent with organizational mindfulness. In Study 2, we created a survey instrument based on existing work in organizational mindfulness. Responses from 96 local governments provided evidence suggesting that organizational mindfulness is related to self reports of organizational performance. We end with a discussion of these results, study limitations, and opportunities for future research.

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