Organisational Dysfunction of the Day
Burned by design
Context: People are burning out. Not one or two, but a pattern across the organisation. The response is usually more support: capacity planning, better prioritisation, blocking time for work, reduced meeting loads, encouragement to take time off, and reminders that it is okay to set boundaries. Some people recover. Others leave. New people arrive and, after a while, show the same signs. The organisation is aware that this is not sustainable but frames it as a consequence of a demanding industry or a difficult period. It will get better soon; we just need to pass this hurdle.
OST explains: Burnout is not primarily a capacity or resilience problem; it is a job design problem. The conditions most strongly associated with burnout, like lack of control, unclear demands, and absence of meaningful feedback, are structural features of the bureaucratic DP1; not unfortunate side effects. Many do not burn out immediately; they switch off first. Presenteeism, being physically present but mentally absent, is the earlier s
... show moreOrganisational Dysfunction of the Day
Burned by design
Context: People are burning out. Not one or two, but a pattern across the organisation. The response is usually more support: capacity planning, better prioritisation, blocking time for work, reduced meeting loads, encouragement to take time off, and reminders that it is okay to set boundaries. Some people recover. Others leave. New people arrive and, after a while, show the same signs. The organisation is aware that this is not sustainable but frames it as a consequence of a demanding industry or a difficult period. It will get better soon; we just need to pass this hurdle.
OST explains: Burnout is not primarily a capacity or resilience problem; it is a job design problem. The conditions most strongly associated with burnout, like lack of control, unclear demands, and absence of meaningful feedback, are structural features of the bureaucratic DP1; not unfortunate side effects. Many do not burn out immediately; they switch off first. Presenteeism, being physically present but mentally absent, is the earlier stage of the same structural problem, and burnout is what happens when even the switching off stops working. The numbers are striking. The WHO projected that by 2020 depression would be the second leading cause of disability globally. Gallup reports that 20% of employees experience daily loneliness, in a setting where people actively come together to produce something. One documented DP1 to DP2 transition showed a 28% decrease in absenteeism and an 81% increase in engagement in the first year, with no major technical changes. Adding support resources helps individuals cope with a system that is harming them, but does not change the system. The tree was planted in the wrong soil; repotting is not optional.
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