Abstract
Nurses are often at risk of burnout due to the effects of occupational stress. Implementing mindfulness wellness programming, that is easy to access and incorporate into the workday, can be effective in reducing occupational stress.
Workplace wellness initiatives are often implemented with objectives of decreasing health care costs and increasing employee productivity. Another cost, presenteeism, is the loss of productivity among workers who are present at work, but their attention is preoccupied with stress from personal health problems or other life factors (Ammendolia et al., 2016). Effects of stress can lead to absenteeism, which contributes to understaffing and additional stress for on-shift nurses. Occupational stress can manifest physically and psychologically in ways such as chronic fatigue, lack of concentration, “burnout,” and emotional exhaustion. Patient safety and care can reflect the effects of stressed staff.
Mindfulness-Based Stress Reduction (MBSR), created by Jon Kabat-Zinn, is a practice for relaxing the body and mind through focus and awareness on the present moment (Bazarko et al., 2013). Mindfulness-Based Stress Reduction was originally created for patients with pain and stress-related health disorders. Techniques, such as focused breathing, meditation, or a focus on inner freedom, can be employed throughout the workday to cope with stressful situations or when feeling a buildup of stress. Mindfulness has shown to be as effective in decreasing stress as yoga (Blake et al., 2013).
The worksite is an appropriate setting for wellness initiatives as employees spend about 60% of their waking hours at work (Phiri et al., 2014). Many nurses often feel unable to attend wellness programming due to work hours, job-related task complexity, and short staffing (Tetrick & Winslow, 2015). Tetrick and Winslow (2015) cite quick-fix responses as “red-cape” interventions, or wellness programs that may cause more stress by placing additional responsibilities on the nurses to attend on-shift, which takes staff off the floor and away from patients. However, attendance during off-time may not be convenient, causing stress related to work–life balance. We propose MBSR as a “green-cape” intervention focused on prevention while expanding the resources available for staff on a continuous basis.
When promoting MBSR wellness initiatives for nurses, leadership buy-in, social influence, and access to resources, must be considered (Ammendolia et al., 2016). Supervisors at all levels can play a vital role in supporting implementation and engagement, which then gives nurses permission to also engage (Reb et al., 2012). Empowering nurse leaders as “champions” or “ambassadors” allows them to be agents of cultural change and create new social norms of positive worksite health and wellness.
When infusing MBSR strategies, a “champion” can coach these techniques on the floor. One strategy, deep breathing, can be implemented when staff is becoming overwhelmed or trying to multitask. Another strategy of taking mini breaks between tasks, such as relaxing in the lounge for 5 minutes or a taking a short walk down the hall, would allow for a quick meditation. Finally, practicing inner freedom, which helps with making healthier choices, can also be taught. This technique focuses on slowing down to reflect on the way one responds to situations and being clear and present instead of immediately reacting.
Nurses can use these “green-cape” approaches to improve the physical and mental health of the nursing population. Leadership buy-in, social support, and making healthy choices easy, such as MBSR techniques, are key considerations for wellness programming.
