"Burnout is an occupational hazard that thrives in high-pressure workplaces. And despite what endless wellness trends suggest, burnout isn't solved with spa days, gratitude lists, or even better time management. Burnout isn't the result of unmotivated or incapable people; it emerges when job demands consistently outweigh the resources available to meet them, a dynamic extensively documented in Job Demands-Resources Theory (Bakker & Demerouti, 2007)."
"Burnout is not just stress, or wanting to run away to a deserted island after a bad week. And burnout is not a sign that you're doing something wrong. Burnout is a three-part syndrome involving emotional exhaustion, depersonalization, and a diminished sense of professional efficacy (Maslach & Leiter, 2016). In practical terms, this can look like: Feeling drained no matter how much you rest. Becoming cynical or detached from the people you serve. Feeling like nothing you do makes a difference."
Burnout arises when job demands persistently exceed available resources, producing emotional exhaustion, depersonalization, and reduced professional efficacy. High-pressure workplaces and prioritizing tasks over people intensify these dynamics. Burnout is not a motivation problem and does not respond to superficial self-care such as spa days or gratitude lists. Research and Job Demands-Resources Theory identify burnout as a systemic workplace issue rather than individual failure. Small, sustainable shifts in workload, boundaries, and resources can begin reversing burnout. Evidence-based organizational strategies that adjust demands, increase supports, and realign expectations disrupt the burnout cycle without relying on individual-focused fixes.
Read at Psychology Today
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