Abstract

In modern working life, increasing cognitive demands, digital attention fragmentation, and continuous time pressure have led to the emergence of a phenomenon that has become increasingly visible among employees: micro-forgettings. These small and seemingly temporary cognitive lapses actually reflect mental fatigue, attentional depletion, and the excessive cognitive load generated by organizational structures. Micro-forgettings appear in behaviors such as confusing meeting times, incompletely executing routine tasks, or making simple procedural errors; however, the root of these errors lies not in weak memory but in the overload of the cognitive system. This study examines the psychological background of micro-forgettings within the framework of cognitive load theory, the attention economy, and automaticity processes, explaining why they have become a more prominent issue in organizations. Findings indicate that micro-forgettings are not merely individual performance failures but critical behavioral signals that affect organizational memory, accuracy in decision-making, and continuity of work processes. The study further shows that mindfulness-based organizational practices strengthen employees’ mental recovery capacity, enhance cognitive sustainability, and reduce the frequency of micro-forgettings. Accordingly, from an industrial psychology perspective, micro-forgettings should not be punished as individual mistakes but understood as indicators of cognitive overload to be managed. The study concludes by emphasizing the strategic importance of mindfulness-based interventions for organizations