The modern workplace is defined by complexity and constant change, with hybrid and remote work reshaping routines and A.I., global instability and economic uncertainty undermining employee security. Many employees experience exhaustion and feelings of being ground down. Organizational responses that tighten controls and raise targets tend to increase disengagement and fuel burnout. Happier teams demonstrate greater resilience, adaptability and sustained performance during uncertainty. Burnout, defined by the World Health Organization as resulting from "chronic workplace stress that has not been successfully managed", manifests as exhaustion, disengagement and reduced productivity. Prevalence estimates vary widely across sectors, and work intensity and risk factors are rising.
The modern workplace is increasingly defined by complexity and constant change. Hybrid and remote work have reshaped routines, while the potent mix of A.I., global instability and economic uncertainty weighs heavily on employees' sense of security. It's no surprise that so many people feel ground down and exhausted. Faced with these pressures, many organizations instinctively push harder, tighten controls and set tougher targets. Yet this approach only deepens the problem, driving disengagement and fueling burnout.
Burnout has become one of the defining workplace risks of our time. The World Health Organization describes it as the result of "chronic workplace stress that has not been successfully managed" and characterises it by exhaustion, disengagement and reduced productivity. Because the definition is broad, estimates of prevalence vary widely. One robust U.S. study of health practitioners found burnout could range from just 3 percent to as high as 91 percent, depending on how it was defined.
Collection
[
|
...
]