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At many workplaces, taking a break has become something you do if there’s time - or something you skip altogether. It’s often the first thing we drop when the calendar is full or deadlines are pressing. Most people know this isn’t sustainable. Fatigue kicks in, concentration drops, and stress starts to creep in around the edges of the day.
Still, it can be difficult to take a break without feeling guilty. Maybe because no one else does. Maybe because the culture of the organisation sends subtle signals that it’s best to always appear “productive.” When we give ourselves and each other space to breathe during the workday, we not only feel less stressed. We also become more present, more effective, clearer in our thinking and better at collaborating.
From busyness to work-life balance
For many years, it’s been a common belief that efficiency equals constant activity. This has contributed to a culture where breaks are seen as unnecessary or even disruptive. But this mindset is increasingly being challenged by research and real-world experience. Stress and burnout have become a reality for many employees, creating an urgent need to rethink how we structure the workday.
Break culture is not just about well-being — it's about long-term sustainability in working life. When workplaces develop a culture where recovery is built into the daily rhythm, it leads to better outcomes and increased human value.
What is break culture?
Break culture refers to the shared norms, expectations and routines that shape how breaks are taken and valued within an organisation. It includes both formal structures such as lunch breaks and informal interruptions during the day, like short conversations by the coffee machine or a quiet moment at the desk.
A healthy break culture is not just about following rules. It's about recognising that both body and mind need regular recovery to maintain a healthy level of performance. Breaks should be legitimate and respected — not a source of guilt or mistrust.
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The Research Perspective
Research from the National Institutes of Health shows that even very short breaks can help the brain consolidate learning and strengthen memory. In the NIH study, participants who took brief pauses were better able to recall newly acquired skills because the brain used the break time to recreate and reinforce recent learning activities.
Another study by PLOS One, mentioned in WORXBEE, documents how microbreaks lasting just a few minutes can significantly improve focus and reduce cognitive fatigue, especially during mentally demanding tasks.
In addition, a report from Fast Company describes how people naturally cycle through attention and energy in intervals of approximately 90 minutes. When we work continuously beyond these intervals without taking breaks, performance drops significantly. Taking a break every 90 minutes improves both the quality and efficiency of work.
Social and Organisational Aspects
Break culture is also closely linked to the social life of the workplace. Informal breaks where employees interact help strengthen relationships, build trust, and create a sense of belonging. This social element plays a significant role in employee wellbeing and engagement. Research in occupational health shows that social breaks can serve as a protective factor against stress, as they foster feelings of support and connection.
Break culture, therefore, influences not only individual health but also the overall organisational climate. When breaks are supported by leadership and integrated into daily routines, they become part of the organisation's social capital – a shared language for balance, care, and long-term sustainability.
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Individual Needs and Adaptation
It’s important to recognise that break needs vary from person to person. Some employees need quiet and deep focus, while others thrive on short, social interactions. A flexible break culture that accommodates different types of breaks and individual preferences is often more effective than a one-size-fits-all approach.
By understanding and implementing a healthy break culture, organisations can not only improve employee wellbeing but also enhance productivity and the quality of work. This requires a conscious effort from both leadership and employees, but the long-term benefits are significant.
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The type of break should also reflect the nature of the work being done. For example, creative processes don’t always happen in front of a screen. A walk, a run, or even a short nap may be just what a creative employee needs to spark new ideas.
The Historical Development of Break Culture
In pre-industrial societies, the pace of work was aligned with the rhythms of nature. The workday was naturally interrupted by meals, social interaction, and rest, all of which were essential for maintaining physical strength.
With industrialisation came standardised and time-controlled labour. Factory work allowed only short, regulated breaks, and this efficiency-focused logic shaped work culture for generations.
Today, in our digital knowledge economy, the need for mental breaks is just as important as the physical recovery once was. However, culture often lags behind reality. To avoid stress and burnout, we must build new norms that support recovery as an integrated part of the workday.
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Break Culture and Stress
Several studies from the Danish Working Environment Authority and the National Research Centre for the Working Environment (NFA) show that insufficient recovery is a major risk factor for work-related stress. When the body and brain are not given time to reset during the day, physical tension and mental overload build up.
The positive effects of breaks on stress levels are well documented. Breaks activate the parasympathetic nervous system, which helps the body recover and reduce stress hormones like cortisol. They also improve working memory, concentration, and mood.
One NFA study shows that employees who frequently feel stressed have significantly fewer working days, higher rates of sick leave, and more time in unemployment in the years that follow. This underlines the importance of addressing stress and recognising the need for proper recovery.
The Danish Working Environment Authority also emphasises that work-related stress is a response to physical or psychological strain at work and can have serious consequences for an employee’s health, quality of life, and job performance. It is therefore crucial to prevent stress by reducing risk factors and ensuring sufficient recovery and a healthy break environment.
Different Types of Breaks and Their Effects
A break is not just a trip to the coffee machine. There are many different kinds of breaks and many ways to take them. As mentioned earlier, the need for breaks and the type of break that works best will differ from person to person.
People recharge and reset in different ways, which is why it is important to explore what works best for each individual.
Here are six different types of breaks we’ve identified, along with the specific benefits each one offers:
How to Build a Healthy Break Culture
Creating a healthy break culture takes more than good intentions. It’s about designing a workday where recovery isn’t something you have to “squeeze in,” but rather a natural and respected part of how the workday is structured. For many leaders and organisations, it can be eye-opening to realise how little it actually takes for breaks to become a real part of the culture – and not just a formality.
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It requires clear signals, physical settings, employee involvement and flexibility. Most importantly, it requires seeing breaks as something that should both support the community and allow space for individual needs.
Below are five key principles that form the foundation for a strong break culture:
- Make breaks visible and legitimate: Include breaks as part of the daily structure and show as a leader that it is acceptable to take them
- Create the right environment: Design break areas, flexible workspaces and, if possible, access to nature
- Plan and structure: Offer regular break times, but allow for individual flexibility
- Acknowledge individual differences: Some people need quiet time, while others prefer social interaction
- Use data and dialogue: Measure employees' experience of breaks and adjust accordingly
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Legal and practical framework
In Denmark, employees are entitled to a break when working more than six hours a day. However, the legislation says nothing about the quality of those breaks. Here, employers must take responsibility and create a culture where that right becomes a real contributor to wellbeing.
Break culture is not about slacking off or being inefficient. It reflects an organisation’s core values. A healthy break culture demonstrates that you value employees’ health, wellbeing and long-term performance. It reduces stress, supports innovation and creates better working lives for everyone.
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