Researchers examine loving-kindness in the Rakuten workplace

Mindfulness is a centuries-old practice with roots in Buddhism that has seen a surge of popularity in recent years. Rakuten Today and Rakuten chairman and CEO Mickey Mikitani are on record lauding the merits of mindfulness, and a new study made possible in part by a Rakuten grant aims to bring some data to the discussion while spotlighting loving-kindness. This ethical concept shares the DNA of mindfulness practices but could have different and potentially even more significant implications in the workplace.

Understanding loving-kindness in a workplace context

Loving-kindness is a western term derived from the Pali word mētta and can be defined as benevolence, loving-kindness, friendliness, amity, goodwill and active interest in others. A team of researchers that included Udana Bandara, Rakuten Institute of Technology’s Lead Research Scientist, Wellness Research, published a paper based on their investigation of the effects of loving-kindness on employees’ feelings, moods and motivation.

“Rakuten was also interesting because, while based in Japan, it has a very international mix of employees, allowing us to examine the reactions to the loving-kindness intervention in this diverse sample.”

Jochen Reb, Professor of Organisational Behaviour & Human Resources and Director of Mindfulness Initiatives, Singapore Management University

The paper, titled An Initial Examination of State and Longitudinal Effects of Loving-Kindness Practice on Affective and Motivational States at Work, and published in the peer-reviewed journal Mindfulness, was coauthored by Rakuten’s Bandara and Singapore Management University’s Jochen Reb, Theodore C. Masters‐Waage and William Tov.

In early 2019, Rakuten put out the call to nearly 15,000 employees in Japan to participate in a study on loving kindness. 150 responded to the call and formed the basis of this research.

Drawing from the results of this research, the paper focused on a loving-kindness training program designed by the researchers for Rakuten employees. It concluded that initial support indicated affective and motivational benefits of loving-kindness programs and practices in the workplace.

The implications of loving-kindness on business

The researchers pointed out that intentionality is one of the critical differences between mindfulness and loving-kindness. Where mindfulness cultivates a sense of moment-to-moment awareness of individual experiences, loving-kindness – which is an ethical mindset focused on the well-being of others ­– is more likely to motivate a practitioner to take action. Within a business context, this could foster a more motivated and proactive workforce.

“Going through the process of learning how to consciously practice loving-kindness, mindfulness and being alone with my thoughts was difficult at times. But it has definitely improved my interactions, my relationships and life quality. I am more conscious of my mental state.”

Helen Kamahara, Coordinator, Academic Liaison Section of Rakuten Mobile, Inc.

“We were excited to work with Rakuten as a partner for several reasons,” shared Jochen Reb, Singapore Management University’s Professor of Organisational Behaviour & Human Resources and director of Mindfulness Initiatives. “First, Rakuten has a great basis for collaboration with the Rakuten Mindfulness Network, Rakuten Institute of Technology and Wellness Department-led initiatives, and with Udana and other enthusiastic supporters of this project. Second, we appreciated that there was a genuine openness to studying the unusual and cutting-edge topic of loving-kindness in the workplace – many more conservative organizations would not dare to do so. Finally, Rakuten was also interesting because, while based in Japan, it has a very international mix of employees, allowing us to examine the reactions to the loving-kindness intervention in this diverse sample.”

Helen Kamahara, a coordinator in the Academic Liaison Section of Rakuten Mobile, Inc. who participated in the study, commented, “Going through the process of learning how to consciously practice loving-kindness, mindfulness and being alone with my thoughts was difficult at times. But it has definitely improved my interactions, my relationships and life quality. I am more conscious of my mental state. Most recently I used mindfulness at the dentist. I have never been so at peace at the dentist!”

Limitations to the study

Despite evidence that showed increases in mood and motivation over time in the loving-kindness training, researchers highlighted several limitations of the study design and empirical findings. As a result, they concluded that the results were best considered initial evidence for the feasibility and benefits of loving-kindness training at the workplace.

“… we believe loving-kindness practices have the potential to foster significant benefits on the mood, attitudes and motivation of individuals in a workplace context and we hope to study it further.”

Udana Bandara, Lead Research Scientist, Rakuten Institute of Technology

They suggested that more work needs to be done to determine the potential benefits of loving-kindness practices and programs in the workplace — particularly when being considered as alternatives to mindfulness or other initiatives to increase employee moods, attitudes and motivation.

Plans for continued research

“It was an honor to work with an incredible group of researchers from SMU for studying loving-kindness programs on individuals in the workplace,” commented Bandara. “While we may not have seen as definitive results as we had anticipated, we believe loving-kindness practices have the potential to foster significant benefits on the mood, attitudes and motivation of individuals in a workplace context and we hope to study it further.”

Digital copies of the study, “An Initial Examination of State and Longitudinal Effects of Loving- Kindness Practice on Affective and Motivational States at Work ” are available here.