I suspect that multitasking has always been woven into the social DNA of human evolution, integral to the survival of our species. Imagine our Neanderthal ancestors engaged in the demanding tasks of hunting and foraging—tracking prey while simultaneously scanning the environment for edible plants. As they moved through dense forests or open plains, they might have been testing new food sources through trial and error, carefully distinguishing between nutritious berries and toxic ones. At the same time, they would have been tending to their young, soothing a crying infant while keeping a watchful eye for predators. Meanwhile, around the fire, they could have been sharpening tools while sharing knowledge through storytelling and passing down survival techniques to the next generation. Even in times of rest, they likely remained vigilant, listening for danger while strategizing for the next hunt. This ability to juggle multiple tasks at once was not just a convenience—it was a necessity for survival. In healthcare, pseudo-efficiency by multitasking may come at the cost of patient safety and burnout.

The bad thing about multitasking

In 2001, researchers examined the cognitive mechanisms involved in task switching, particularly how executive control processes manage multiple tasks (think of the time you checked a text message while programming an IV pump). Their findings revealed that switching between tasks incurs cognitive costs, such as slower response times and increased error rates as a result of the mental effort required to reconfigure cognitive resources. The study suggests that multitasking reduces efficiency because the brain must disengage from one task before fully engaging in another. Giving people time to get ready for a new task helps a little, but it doesn’t completely fix the problem because our brains still need time to adjust. This study shows that multitasking isn’t as efficient as it seems—people may think they’re doing multiple things well, but they actually take longer and make more mistakes.

If multitasking is both inefficient and unsafe for patient care, why is it regarded as a key indicator of clinical performance success? Nursing students and nurses frequently are taught that multitasking is the secret formula for getting through the day; however, it’s the nemesis of patient safety.

Novice nurses, in particular, frequently are criticized for their slower pace and perceived lack of time management skills. Ironically, the same deliberate focus exhibited by new nurses—frequently dismissed by more experienced colleagues—is precisely what’s required for high-stakes tasks such as the time out procedure or medication administration.

In an observational study (136 hours) involving 36 RNs, researchers recorded 1,354 interruptions, noted that nurses spent 46 hours multitasking, and cited 200 errors. On average, nurses were interrupted 10 times per hour—or once every 6 minutes. In one hospital, interruptions occurred every 4.5 minutes. Nurses were multitasking 34% of the time. The researchers noted an overall error rate of 1.5 per hour. Although the study didn’t find a direct link between interruptions, multitasking, and errors, it highlights how complex and error-prone the nursing work environment can be.

A respite, one step at a time

When I was a staff nurse in the early 1990s, I quickly became adept at multitasking—I had 16 patients. The nurse’s station, then as now, was noisy, cramped, and filled with the constant din of alarms from various pieces of medical equipment and the constant call of the call bell.

For better or worse, we didn’t have the option of using social media to distract us from unpleasant or exhausting tasks. In my attempt to get a brief respite from all of the running around, I would take one of my more mobile patients for a walk around the unit. Side-by-side, sometimes arm-in-arm, the patient and I would stroll slowly, chatting and observing our surroundings. For the patient, the brief perambulation provided a refreshing release from room confinement and isolation, with the added bonus of preventing deep vein thrombosis and delirium. For me, the slow walk became a refuge from multitasking, the onslaught of technology, and noise—a moment of only walking and talking.

Give yourself a break, really

Recently, I visited a hospital to meet with the nurse manager I’m collaborating with for the course I teach. As I walked through the spacious corridors and public seating areas, I noticed several staff members in scrubs, likely on their breaks, hunched over their cell phones—thumbs darting rapidly, like woodpeckers relentlessly pecking at an unresponsive tree. It struck me as ironic—nurses, like many others, experience digital fatigue at work, yet during their moments of rest, they remain tethered to the internet, pawing at their phones and doomscrolling. This paradox of seeking relief from constant connectivity by diving deeper into it looks exhausting and counterintuitive. In fact, according to the Surgeon General, excessive screen time can prove detrimental to mental health and overall well-being. Our cell phones can make us sick and tired.

In higher education there is a concept known as Alternative Spring Break, where college students participate in service-learning trips during their break, providing them an opportunity to immerse themselves in community service and cultural experiences while making a meaningful impact. Imagine if hospitals adopted a similar idea—Alternative Breaks—offering staff the opportunity to step away from the demands of their work and their phones for a restorative pause. Employees could take a refreshing phone-free walk to a nearby park (weather permitting), enjoy a chair massage, or unwind in a quiet, tech-free meditation room. To encourage participation, hospitals could even offer incentives, rewarding frequent participants with points redeemable for local spa services. Wouldn’t that be a step toward fostering well-being in an often-overwhelming work environment?

Personally, I’ve made a conscious decision to leave my phone behind when I go for a walk or attend a theater performance. I’ve also stopped using my computer during meals and now turn off my phone during meetings. These small adjustments are my way of incorporating periodic digital detoxes throughout the day—allowing me to remain fully present and focused on what truly matters. My newfound ability for more engagement during walks or meetings isn’t the result of any spiritual enlightenment. Rather, it stems from a simple realization: I can only ever be here in the present moment—so why fight against it?

Fidel Lim, CCRN, DNP, FAAN is a clinical associate professor at New York University  Meyers College of Nursing.