New research surveying more than 440 project managers across the globe has drawn attention to a crucial link between mindfulness and the successful adoption of generative artificial intelligence in the workplace. The study suggests that as GenAI becomes increasingly embedded in professional environments, particularly within project-based work, technical capability alone is no longer sufficient. Instead, the mindset with which individuals approach these tools plays a decisive role in determining whether GenAI delivers genuine value or adds noise to already complex workflows.
According to the lead author, Dr Eden Li from the School of Business and Law at Edith Cowan University, effective use of GenAI demands a combination of technological understanding and mindful awareness. While many organisations focus heavily on training employees to use new systems and platforms, the research argues that this emphasis overlooks an equally important factor: the ability of project managers to remain attentive, reflective, and adaptive when engaging with rapidly evolving technologies. Mindfulness, in this context, enables professionals to recognise better opportunities, limitations, and ethical considerations associated with GenAI use.
Generative artificial intelligence relies on sophisticated algorithms capable of producing original content, and it is already reshaping how information is gathered, knowledge is created, and businesses operate. Global investment in GenAI is projected to reach $151.1 billion by 2027, reflecting its growing strategic importance. At the same time, annual global investment in projects is estimated at around $48 trillion, with predictions indicating that by 2030, as much as 80 per cent of project management tasks could be supported or handled by AI-driven technologies. These figures highlight both the scale of change underway and the urgency of understanding how people interact with these tools in practice.
Dr Li notes that while GenAI offers enormous potential to reshape the project management profession, it also carries the risk of disruption if adopted uncritically. The research, which used a two-wave, time-lagged survey design, demonstrates that mindfulness plays a key role in helping project managers navigate this balance. Rather than passively accepting technology-driven change, mindful project managers are better equipped to engage with GenAI in ways that support innovation, experimentation, and thoughtful adaptation of work practices.
The study was conducted through a collaboration between the School of Business and Law at Edith Cowan University and Curtin University, bringing together expertise in project management, organisational behaviour, and emerging technologies. Findings show that project managers with higher levels of mindfulness tend to be more open and attentive in shaping their immediate work environments. This openness encourages them to explore how GenAI can streamline workflows, support decision-making, and enhance productivity. As a result, both the frequency and effectiveness of GenAI use improve, not because the technology is more advanced, but because it is applied more deliberately.
The researchers emphasise that the real driver of impact lies not in the technology itself, but in how people think, adapt, and redesign their work around it. Mindfulness emerges as a subtle yet powerful performance advantage in the GenAI era, particularly when paired with job crafting — the proactive reshaping of tasks, roles, and workflows. This combination helps translate abstract technological potential into practical, day-to-day benefits. The effect is especially pronounced in complex projects, where uncertainty and interdependence are high, and where a curious, flexible mindset enables project managers to experiment with and integrate GenAI more effectively.
More information: Keyao Li et al, Leveraging generative AI for project management: The role of mindfulness and job crafting, International Journal of Project Management. DOI: 10.1016/j.ijproman.2026.102816
Journal information: International Journal of Project Management Provided by Edith Cowan University