Mindfulness
How Mindfulness Helps Beat Burnout
The power of mindfulness in healing and building resilience.
Posted August 22, 2024 Reviewed by Devon Frye
Key points
- Mindfulness can reduce stress, boost job satisfaction, and build emotional resilience.
- Mindfulness also helps decrease emotional exhaustion and depersonalization, key symptoms of burnout.
- However, mindfulness alone isn’t enough; organizational changes are key for lasting burnout recovery.
In the first part of this series, we explored what mindfulness is and how it works. Now, let’s dive into the next question: How does mindfulness support burnout recovery?
Mindfulness has proven to be a valuable tool in addressing and alleviating burnout symptoms. Numerous studies across various professions and organizational settings have investigated its effectiveness. Most mindfulness interventions utilize mindfulness-based stress reduction (MBSR), delivered through group settings, individual sessions, online platforms, or face-to-face interactions. The majority of these studies have found that mindfulness can:
- Reduce stress
- Improve burnout symptoms including emotional exhaustion (EE), cynicism, depersonalization, and professional efficacy/sense of achievement.
- Increase self-compassion
- Enhance feelings of satisfaction derived from helping others
- Improve job satisfaction
- Reduce mental distress
- Decrease physical complaints related to stress.
- Enhance overall well-being
- Increase emotional resilience
- Reduce ruminative thinking and improve cognitive flexibility
Supporting Research
A 2023 study published in the Journal of Occupational Health Psychology found that employees who engaged in regular mindfulness practices reported lower levels of emotional exhaustion and depersonalization—key components of burnout. This study concluded that mindfulness-based interventions effectively increase emotional resilience and reduce stress.
Another study from 2022 highlighted that mindfulness improves cognitive flexibility and reduces rumination—both of which are critical in preventing and addressing burnout. By fostering a non-judgmental awareness of one’s thoughts and feelings, mindfulness helps individuals break free from the cycle of overthinking and stress.
The Role of Organizational Responsibility
While mindfulness is a potent tool for individual well-being and stress management, it’s crucial to recognize that it is not a cure-all for burnout, particularly in workplace settings. Organizations must acknowledge that mindfulness interventions alone cannot address the systemic and structural issues contributing to employee burnout.
Organizations have a responsibility to support employee well-being, which they can do by taking these key steps.
- Address excessive workload: Ensure workloads are manageable and realistic.
- Provide adequate support: Offer resources and support to employees to help them manage stress.
- Set realistic expectations: Avoid setting unrealistic goals and deadlines.
- Promote work-life balance: Encourage practices that support a healthy balance between work and personal life.
Mindfulness should be part of a broader strategy that includes policies and practices aimed at addressing the root causes of workplace stress. By combining mindfulness with efforts to create a supportive and inclusive work environment, organizations can better support employee well-being and prevent burnout.
In the next part of our series, we will explore various psychotherapies that incorporate mindfulness, each offering unique approaches to enhancing mental health and supporting burnout recovery.
References
Kim, S., & Hunter, S. (2023). Can brief online mindfulness programs mitigate healthcare workers' burnout amid the COVID-19 pandemic? Mindfulness, 14, 1930-1939. https://link.springer.com/article/10.1007/s12671-023-02175-8
Moyano, N., et al. (2021). Burned or engaged teachers? The role of mindfulness, self-efficacy, teachers and students' relationships, and the mediating role of intrapersonal and interpersonal mindfulness. Current Psychology, 42, 11719-11732. https://link.springer.com/article/10.1007/s12144-021-02433-9