We make it simple to convert your culture…

  • Kim Byrd-Rider travels to your hospital facility for all needed training, meetings and assessments.
  • Software is provided for outcome measurement data collection.
  • All mindful education materials are provided including power-points, videos and hardcopy.

The program is technology and video based, so no additional hospital employees nor mindful teachers need to be employed.

Brief Program Timeline

The Byrd Rider Rehab mindfulness hospital staff culture conversion consists of three phases over approximately a six month period. The lengthy time period ensures slow but sustainable staff buy-in.  The first phase uses a sample size of 10-20 hospital staff supervisors for a six week application the Mindfulness Minute Intervention.

If successful, the second phase takes the Mindfulness Minute Intervention to every department of the hospital and includes outcome measurements before and after this second six week program. The outcome measurement tools provide information and support for continuing to phase three.  If phase two is successful, phase three is the implementation of technology based mindfulness break-rooms with hospital staff incentives. In phase three tai chi, yoga and longer meditation interventions are added.

This is a very abbreviated overview. For detailed information, peer-reviewed evidence and hospital set up/implementation costs, please contact us at…


Email for Dr. Byrd-Rider:

Phone: 970-306-1163

To view the entire 47 page literature by Dr. Kim Byrd-Rider, click here to go to Research Gate.


Abstract of Literature Review


Why Change Hospital Staff Culture? It is in Crisis.

How can hospital staff produce patient health when they don’t have mental or physical health themselves? America’s hospital staff have an abundance of health knowledge (ensured by the medical licensure process) with low level quality patient care application skills (Garthwaite, Gross, & Notowidigdo, 2018). The lack of health application skills is evident by the current poor state of hospital quality of patient care scores. (Garthwaite, Gross, & Notowidigdo, 2018). The staff mental is a major culprit. The staff cannot be blamed for their working conditions. People are extremely sick, needy and drugged all around them. Their working conditions cannot be changed. but the staff can be equipped with tools to combat those conditions.


Staff Mindlessness Epidemic

The current state of hospital staff health is congruent with an interceding state of mindlessness as described by Dr. Ellen Langer of Harvard University psychology department (2012). Without mindful training, the alternative is mindlessness which is the natural and common human mind state (Langer, 2012). Mindlessness is an inactive state of mind characterized by reliance on distinctions drawn from the past (Langer, 2012). In mindlessness, the past over-determines the present and one is trapped in a single perspective which is not context driven. Rules and routines govern one’s life. Mindless awareness people error frequently in recall but rarely doubt themselves (Langer, 2012).


Current Poor Hospital Staff Mental Health

Many hospital employees operate under some level of post-traumatic stress disorder (PTSD) due to their hospital job. An average of 40% of U.S. nurses meet the diagnostic criteria for PTSD (Mealer, Burnham, Goode, Rothbaum, & Moss, 2009). Long-hours, under-staffing and poor stress coping skills escalate job burnout, fatigue and poor health, which are ever-present risk factors prohibiting hospital staff from producing quality patient care (Mealer, et al., 2009). Hospital employees experience the third largest amount of workplace violence in the nation (King, Angstadt, Sripada, & Liberzon, 2017). Hospital staff receive 10% of all workplace verbal and physical abuse (King, et al., 2017).

Workplace violence affects job performance, job productivity, job moral, job retention and job satisfaction (King, et al., 2017). As an example of the amount and kind of stressors hospital staff undergo in one year, a study by Speroni and colleagues (2014) explains that 76% of hospital nurses experience violence with emergency department nurses at 88.1%. The perpetrators are primarily 26-35-year-old white makes who are confused or influenced by drugs or alcohol (Speroni, Fitch, Dawson, Dugan, & Atherton, 2014). Events such as shouting, swearing, grabbing, scratching and kicking occur (Speroni, Fitch, Dawson, Dugan, & Atherton, 2014). Reported abuses are believed to be under-reported due to hospital employee justifications for their patients’ and visitors’ behavior (King, et al., 2017).

The stressed relationship problem between the staff and the patients/visitors ultimately fans out into a financial drain for the hospital with a loss of quality-based insurance reimbursements (Garthwaite, Gross, & Notowidigdo, 2018). Hospital staff continue to work with poor mental and physical health and no resolution is in sight (Mealer, 2009), to the detriment of hospital sustainability. Potential hospital financial sustainability may come in the form of a trans-disciplinary approach of mind, brain, health and education for a mindful hospital program.

Hospital Finances Affected by Poor Staff Mental Health

Compounding the hospital staff well-being problem, insurance companies mandate quality patient care measurement systems. Programs such as value-based purchasing for federal insurance incentives pay hospitals for quality patient care (Barnes, Oner, Ray, & Zengul, 2018). Pay for performance is a system where the amount of insurance payments for services is congruent with measurable positive patient outcomes (Barnes, et al. 2018). Also, accountable care organizations are forming among doctors and hospitals where high quality patient care and wise spending provide sharing the savings with insurance companies (Barnes, et al., 2018). These are just a few quality care reimbursement tools implemented by federal and private insurance companies which increase or decrease hospital reimbursements (Barnes, et al., 2018). Value-based purchasing alone can penalize a hospital up to 2% of reimbursements and pay for performance can nullify a whole reimbursable patient case for certain departments (Barnes, et al., 2018).

Mindfulness Solution

Mindfulness programs improve hospital staff performance by improving staff well-being, improving patient quality care, decreasing staff mindlessness and decreasing staff cynicism. In turn, these results fiscally improve hospitals by increasing hospital insurance reimbursements and decreasing job turnover costs. These two financial factors plus the humanistic desire to improve the health of their staff provide hospital motivation to spend money and dedicate time to develop a mindfulness workplace culture. Changing hospital cultures to reflect health instead of post-traumatic stress disorder type anxieties and ensuring hospital financial sustainability for the future is the expanded extent of implementing mindfulness programs for improved staff performance.

The hospital system’s weak link is the condition of the staffs mental and physical well-being which is decreasing the staff’s performance level. The answer to the attached literature review (the link is at the end of this abstract) research question (How and to what extent do mindful awareness and mindful concentration programs improve hospital staff performance?) is anextremely important one. Two large systematic reviews (Glomb, et al., 2011; Good, et al., 2016), plus six additional studies listed in this paper’s literature review, establish worker performance improves with mindful programs as well as improved physical/psychological well-being and relationship quality. Not only is hospital staff performance important to patient quality care and hospital sustainability but job performance positively correlates toa staff member’s quality of life(Glomb, et al., 2011; Good, et al., 2016).

Mindfulness hospital models built on unified evidence from the fields of mind, body, brain and education are rare due to the need to analytically overlap different scientific fields. Currently in hospitals, mindful practices are considered a personal choice activity, like running or camping (Duggan, & Julliard, 2018). Healthy extra-curricular activities are encouraged by hospital administrations to their staff but are rarely wired into the daily workplace system to ensure execution (Duggan, & Julliard, 2018). Hospital administrations may not have examined how consistently positive the meta-analyses’ evidence is throughout the scientific fields.

All four fields of mind, body, brain and education are heavily and consistently presenting the same positive outcomes from mindfulness programs. Mental improvements are heavily documented in a 19 study meta-analysis (n= 1,1815) for mindfulness program and recommends implementation (McConville, et al., 2017). Physical improvements are also heavily documented in meta-analyses for mindfulness program benefits (Bibevski & Dunlap, 2011; Brittenden, et al., 1996; Diego, et al., 2004). Neuroimaging meta-analyses backup the other fields with evidence of physiological brain improvements with mindfulness; one using 78 studies and 527 participants (Fox, et al., 2016) and another using 21 studies and 300 participants (Fox, et al., 2014). A plethora of research has been focused on mindful techniques (Van Dam, van Vugt, Vago, Schmalzl, Saron, Olendzki, … & Fox, 2018) with little application to hospital work settings (Duggan & Julliard, 2018). There is sufficient evidence to support large-scale implementation of mindfulness practices.

Healthcare workers are also community health consultants, shoppers, car drivers, volunteers, husbands, wives, daughters, sons, friends and even parents. They participate in multiple aspects of their communities and there are over 12.5 million healthcare workers in the United States (Henry J. Kaiser Family Foundation, 2015). They live in almost every town in America. If mindful programs improve healthcare workers’ mental and physical health, it would affect everyone around them, not just themselves and their patients (Glomb, et al., 2011; Good, et al., 2016). The profound and significant positive mind, brain, health and education results found in this review of the literature have the potential to carry over into their private lives, improving not only the hospital culture but the American culture. To take this one step further, American culture influences world cultures.


To view the entire 47 page literature by Dr. Kim Byrd-Rider, click here to go to Research Gate.

For more information, peer-reviewed evidence and hospital set up/implementation costs, please contact us at…


Email for Dr. Byrd-Rider:

Phone: 970-306-1163


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