INSTITUTIONAL MINDFULNESS BELL PRACTICE FOR MANAGERIAL AWARENESS: EVIDENCE FROM STABN RADEN WIJAYA

Sulaiman; Tri Suyatno; Santi Paramitha

Authors

Sulaiman Magister of Buddhist Counselling Guidance, Raden Wijaya State Buddhist College, Central Java, Indonesia
Tri Suyatno Buddhist Religious Education, Raden Wijaya State Buddhist College, Central Java, Indonesia
Santi Paramitha Buddhist Counselling Guidance, Raden Wijaya State Buddhist College, Central Java, Indonesia

Keywords:

Mindfulness Bell, Managerial Awareness, Work Climate, Buddhist Education

Abstract

Background and Objectives: This study was conducted to clarify how mindfulness practices can serve as structured managerial tools in higher education institutions. At STABN Raden Wijaya, the mindfulness bell has been implemented three times daily for more than one year as a routine practice to pause activities, regulate attention, and foster collective awareness among academic staff. Despite its consistent application, the specific role and impact of this practice in shaping managerial awareness and the institutional work climate have not been systematically examined. This study aimed: To analyse the systematic implementation and level of institutional engagement in the mindfulness bell practice within the pluralistic environment of STABN Raden Wijaya; To evaluate the impact of regular mindfulness practice on the development of individual managerial awareness, focusing particularly on emotional regulation and reflective behaviour; To investigate how collective mindfulness influences the institutional work climate by promoting social connectedness and harmony across various religious backgrounds; and To develop an integrative conceptual model called Mindful Managerial Awareness (MMA) that connects Buddhist awareness principles with contemporary organisational governance.

Methodology: This study used a mixed-methods sequential explanatory design, in which quantitative data were collected first and followed by qualitative data to explain and enrich the statistical findings. Quantitative data were collected via a closed-ended questionnaire distributed via Google Forms to 44 respondents from a total population of 89 employees. Qualitative data were obtained from open-ended questionnaire responses, participatory observation of daily mindfulness bell sessions, and institutional documentation. Quantitative data were analysed using descriptive statistics, and qualitative data were analysed using thematic analysis. Data integration was conducted through triangulation to ensure interpretive depth and validity.

Main Results: The results indicated a high level of institutional acceptance and engagement with the mindfulness bell practice. All respondents reported awareness of and participation in the programme, with 84.1% engaging consistently in all daily sessions. A majority of respondents (63.6%) perceived the practice as having a strongly positive effect on concentration and work atmosphere, while others reported moderate benefits. Thematic analysis revealed six core themes: Self-awareness, social interconnectedness across religious boundaries, collective calmness, empathetic work relations, reflective managerial awareness, and spiritual-institutional balance. A significant proportion of non-Buddhist respondents described the practice as universal rather than sectarian, highlighting its role in fostering inclusivity and mutual respect.

Involvement to Buddhadhamma: From a Buddhadhamma perspective, the mindfulness bell reflects the practice of sati (Mindfulness) as a foundation of awareness while cultivating mettā (Loving-kindness) and karuṇā (Compassion) in workplace relationships. These values support calm and ethical leadership grounded in paññā (Wisdom), demonstrating how Buddhist teachings may be applied within contemporary organisational life. This study is therefore classified under Applied Buddhism, particularly in the domain of Buddhist management and educational practice.

Conclusions: This study indicates that the mindfulness bell practice plays an important role in strengthening collective awareness in the institutional environment. Employees demonstrated improved emotional regulation and stronger social interaction, while the practice also supported the development of reflective leadership behaviour. These findings suggest that mindfulness functions not only as an individual psychological intervention but also as an organisational culture mechanism. In this context, the mindfulness bell serves as a practical tool for fostering attention, empathy, and collaborative decision-making in a multireligious academic setting.

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