Abstract
Psychological flexibility is considered a relevant resource for dealing with change processes. This study aimed to investigate the effects of a psychological flexibility intervention on well-being at work, with groups of workers in contexts of organizational change. Initially, a pilot study (n=16) was performed to fine-tune the protocol. Then, the intervention was conducted with a different group (n=10), with three face-to-face sessions and an external observer. We applied the Affective Organizational Commitment Scale and the Work Engagement Scale, considered components of well-being. To analyze the effectiveness of the intervention, we used the Jacobson and Truax Method, which compares the participants’ scores before and after the intervention. The results showed that the intervention increased the perception of well-being at work. The study highlights promising psychological flexibility interventions in environments of organizational change, especially for increasing the involvement and commitment of workers.
Keywords:
psychological flexibility; organizational change; well-being
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Note. Online Presentation Session = presenting intervention procedures, S1=Session 1 (mindfulness and committed action), S2=Session 2 (acceptance and cognitive defusion), S3=Session 3 (reinforcement)