Table 1.

Concepts

	Concepts	Successes
Planning	Buy-in with state agency	Leadership presents rationale of how mindfulness achieves inter-organizational values and goals such as unit culture building, patient and employee wellness, decreasing medication and restraints
	Funding buy-in with state agency	Leadership presents past scholarship as evidence of effectiveness of mindfulness as justification to fund mindfulness expert
	Mutual mindfulness experience	Leadership designs simultaneous personal experience for direct care staff, managers, and expert
Past experience	Academic	Staff with undergraduate and graduate mindfulness curriculum facilitates amenability to implementation
	Personal	Staff experience with mindfulness in prayer, meditation, or yoga facilitates amenability to implementation
	Professional	Staff on-the-job training sessions at other places of employment facilitates amenability to implementation
Implementation	Staff buy-in	Employee orientation during pre-existing unit meeting time facilitates buy-in
		Collaborative leadership effort to deliver orientation facilitates buy-in
		Mindfulness expert attends orientation to facilitate explanation of mindfulness and begin acculturation process
	Invitation	Training framed as optional
		Training sign-up disseminated via email, word-of-mouth, and orientations
Training	Attendance	Identify mutual staff and organizational values in mindfulness training to encourage program completion
		Designation of time for staff to attend training that takes staff workloads into consideration
	Space	Convenient for staff to having training sessions at work
Outcomes	Benefits	Generally helpful
		Improved focus with patients and oneself
		Improved work environment