Mindfulness has recently caught the popular imagination as a way to counter the stress of everyday life. Mediation has also caught on, as a way to minimise the suffering (both human and financial) caused by workplace conflict.

On the surface, mindfulness and workplace mediation are very different: the former is most often considered a silent, solitary practice aimed at self-development; the latter typically involves a conversation between at least two parties and a mediator, and its aim is business improvement. Nevertheless, by placing these two practices side by side, we find some striking parallels and far-reaching implications as to where responsibility for conflict management lies.