正念起源于佛教，表示一种带有目的、不加评判地关注当下的方式。当今员工身处快节奏和绩效驱动的工作场所，面临繁杂且需要快速响应的任务，背负巨大的竞争压力，注意力被短视频等信息通信技术所牵扯。培育员工的正念，能够帮助他们真切地体验当下、减少走神与分心，并增强幸福感。

现有研究在将正念科学化的同时却遗失了正念在佛教中的重要内涵。本研究将悖论视角引入正念研究，试图弥合正念在科学和佛学之间的范式和语境的差异。为此，本研究安排了3个子研究。研究1阐释了正念的悖论性，并建构出正念两维四分模型、正念悖论发展模型。研究2开发出与正念两维四分模型相匹配的观照/不执正念量表。研究3基于正念悖论发展模型，探究正念悖论性对员工的认知和行为的复杂影响。

研究1综合了悖论视角和正念三因素模型。正念两维四分模型按照向内/向外和观照/不执这两个维度，将正念分为内观、外观、不执我和不执物等4个子维度。正念悖论发展模型阐明了正念的观照和不执持续实现对立统一的过程，即正-反-合3个阶段。

研究2开发出包含16个题项的观照/不执正念量表，由内观、外观、不执我和不执物等4个子量表构成。开发步骤包括建立题项池、筛选及修改现有题项、编写新题项、编制并评审专家问卷，以及量表的信效度检验。此外，研究2弥合了关于尽责性与正念之间关系的分歧，并探究了正念对观点采择的复杂影响。结果表明，尽责性能够提升员工的观照和不执物水平、降低员工的不执我水平；观照通过削弱员工的心智游移，进而促进其观点采择；不执物通过促进员工关注他人，进而促进其观点采择；不执我通过妨碍员工关注他人，进而妨碍其观点采择。

研究3综合了正念悖论发展模型和激情二元模型，检验了正念的观照和不执两维度如何通过区别地影响工作激情，进而对工作努力产生悖论式影响。采用为期8周的正念干预实验设计，选择经验取样法收集数据。结果表明：观照能够增强员工的和谐工作激情（但是不影响强迫工作激情），进而提高其努力强度、促进其创新行为；观照对努力强度的间接正向影响受到不执的增强；不执能够削弱员工的强迫工作激情（但是不影响和谐工作激情），进而降低其努力强度、抑制其创新行为；不执对创新行为的间接负向影响受到观照的增强。

正念往往被肤浅、功利地应用于组织培训。本研究对管理实践的启示是，应当放下对正念训练效果的执念，这种态度恰恰收获更好的效果。另一方面，管理者也要当心不执对观照可能存在的反噬效应。不执不意味着无为或放任自流，管理者还是要鼓励员工积极投入到工作和生活中。此外，观照/不执正念量表能够成为组织有效的招聘评估工具。

Mindfulness originated from Buddhism, representing a purposeful and non-judgmental way of paying attention to the present moment. In today's fast-paced and performance-driven workplaces, employees face complex and demanding tasks that require rapid responses, significant competitive pressure, and constant distractions from information and communication technologies, such as short videos. Cultivating mindfulness among employees can help them experience the present moment more genuinely, reduce mind-wandering and distraction, and enhance their sense of well-being.

Existing research has scientified mindfulness while losing its important connotations in Buddhism. This study introduces a paradoxical perspective into mindfulness research, attempting to bridge the paradigmatic and contextual differences of mindfulness between science and Buddhism. To achieve this, the study is divided into three sub-studies. Study 1 elucidates the paradoxical nature of mindfulness and constructs a Two-dimensional and Four-quadrant Model of Mindfulness, as well as a Developmental Model of Paradoxical Mindfulness. Study 2 develops a Reflection/Nonattachment Mindfulness Scale that aligns with the Two-dimensional and Four-part Model of Mindfulness. Based on the Developmental Model of Paradoxical Mindfulness, Study 3 explores the complex impact of the paradoxical nature of mindfulness on employees' cognition and behavior.

Study 1 integrates the paradoxical perspective and the three axioms of mindfulness. The Two-dimensional and Four-part Model of Mindfulness categorizes mindfulness into four sub-dimensions: introspection, extrospection, nonattachment to self, and nonattachment to external phenomena, based on the dimensions of inside/outside and reflection/nonattachment. The Developmental Model of Paradoxical Mindfulness elucidates the continuing process of the unity of opposites of reflection and nonattachment in mindfulness, namely, the three stages of thesis-antithesis-synthesis.

Study 2 develops a Reflection/Nonattachment Mindfulness Scale with 16 items, consisting of four sub-scales: introspection, extrospection, nonattachment to self, and nonattachment to external phenomena. The development process included establishing an item pool, screening and modifying existing items, writing new items, compiling and reviewing expert questionnaires, and testing the reliability and validity of the scale. Moreover, Study 2 reconciled the divergent views on the relationship between conscientiousness and mindfulness and explored the complex effects of mindfulness on perspective taking. The results indicate that conscientiousness enhances employees' levels of reflection and nonattachment to external phenomena, while reducing their level of introspection. Reflection promotes perspective taking by reducing employees' mind wandering, while nonattachment to external phenomena promotes perspective taking by encouraging employees to focus on others. Nonattachment to self hinders perspective taking by impeding employees from focusing on others.

Study 3 integrates the Developmental Model of Paradoxical Mindfulness and the Dualistic Model of Passion to examine how the dimensions of mindfulness, namely introspection and nonattachment, differentially influence work passion and subsequently generate paradoxical effects on work effort. Employing an experimental design with an 8-week mindfulness intervention, data were collected using an experiential sampling method. The results indicate that introspection enhances employees' harmonious work passion (without affecting obsessive work passion) and subsequently increases their effort intensity and promotes innovative behavior. The indirect positive impact of introspection on effort intensity is strengthened by nonattachment. On the other hand, nonattachment weakens employees' obsessive work passion (without affecting harmonious work passion) and subsequently reduces their effort intensity and inhibits innovative behavior. The indirect negative impact of non-attachment on innovative behavior is intensified by introspection.

The application of mindfulness in organizational training often tends to be superficial and utilitarian. This study provides insights for management practices, suggesting that the attitude towards mindfulness training should be one of letting go of attachment to outcomes, as this paradoxically leads to better effects. On the other hand, managers should also be cautious of the potential backlash effects of nonattachment on reflection. Nonattachment does not imply passivity or laissez-faire; rather, managers should still encourage employees to actively engage in their work and lives. Additionally, the Reflection/Nonattachment Mindfulness Scale can serve as an effective recruitment and assessment tool for organizations.