Purpose. The scientific novelty of this work lies in its emphasis on the theoretical and empirical study of the organizational and socio-psychological determination of collective mindfulness, which is traditionally given the role of a reference point in the study of management practices that allow teams and organizations to operate in an almost “error-free” mode in conditions of uncertainty. Methodology. Tools for studying the level of collective mindfulness and its socio-psychological and organizational determinants within teams and enterprises are being proposed. Overall, 402 managers (201 men and 201 women) aged 23 to 45 years participated in the survey: 144 managers were from consulting sphere (39 men and 105 women), whereas 88 people from the information technology sphere (65 men and 23 women) and 170 people from the oil and gas industry (97 men and 73 women). Findings. The processes of collective mindfulness are determined by the degree of organizational collectivism within the organizational cultures of the enterprises studied (r vary from .529 to .627 at p < .001) and are determined by the support of management and colleagues (r vary from .522 to .613 for p < .001 and p < .01). It should be noted that despite the respondents’ high scores on the scales of “collective mindfulness”, the subjects scored low scores on the scales of “team reflexivity”, which may indicate the unwillingness of employees to participate in reflexive practices, despite the presence of the necessary organizational conditions. Values of the results. This paper should also function as an invite for further research along this line. To become a really valuable tool tough, further improvements in the methodology would be required. This could be an interesting field for psychologists and sociologists alike.