Stress Management(5)

Burn Out

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Chapter 5: ý Burn Out

Contents:

 

5.1 The Reality of Burn Out

5.2 Symptoms of Burn Out

5.3 Burn Out Measurement

5.4 Reactions to Burn Out

5.5 Burn Out Causes and Cures

 

5.1

The Reality of Burn Out

 

As you can see, working life today can be extremely stressful. What happens when motivated, idealistic, committed, bright people choose a career because it promised a lifetime of satisfaction, would give their lives meaning, and maybe, would make the world a little better place-only to find several years later that stress seems to be unrelenting, they really won’t be able to achieve the high career goals they set for themselves and they probably won’t make a major impact on their company? These top performers are prime candidates for burn out.

 

Burn out is physical, emotional, and mental exhaustion caused by long-term involvement in situations that are emotionally demanding and very stressful combined with high personal expectations for one’s performance. It happens when work loses its meaning, and the ratio of stress to rewards leans heavily towards stress. People, who are most prone to burn out, are those who need and want to feel that they are doing something useful and important at work-in short, the best and brightest.

 
Some theorists contend that all jobs have three stages-which they call the “learn-do-teach” cycle of work. In the first stage, you learn your job the skills, specific tasks, and politics of a specific job function. This period is typically very stressful, but workers handle the stress well because they are challenged and excited by the new job and because they are rewarded by seeing results coming from their growing mastery of the position. The length of time, a person stays at this stage, is determined by the complexity of the job, the existing knowledge a person already has and the available learning and support sources.

 
After the basics have been mastered, a worker moves into the do phase-you “just do it” every day, every week and feel a sense of satisfaction and mastery in getting the job done well. If the rewards are adequate, and stress and frustration are kept to tolerable levels, employees can stay in this part of the cycle for a very long period of time.

 
Eventually, however, you learn all that you can about your job and its intricacies, and you reach a point where you feel you can do it with your eyes closed. At that point, it becomes important for you, as an expert, to pass your knowledge and skills down to others - to teach - so that you can move on to something else, learn something new, and repeat the learn-do-teach cycle with all of its excitement and rewards.

 If you are prevented from moving on to learning new things (which is very common in some organizations that don’t want to promote valuable team players out of the position they mastered), or if stress, pressure, and frustration continue at high levels, the symptoms of burn out can begin to creep into your working life.

 
5.2

Symptoms of Burn Out

5.2 Symptoms of Burn Out 

Sometimes the symptoms of burn out can be missed and attributed to other situational stresses of life changes. But close examination reveals that there are three sides to burn out:

Physical exhaustion

 

·        Physical exhaustion.

This aspect is characterized by fatigue, nausea, muscle tension, changes in eating and sleeping habits, and generally a low energy level. Probably, the first symptom most sufferers notice is a general malaise, an ennui with no apparent cause. Sometimes people say, “I don’t know, I just get so tired by lunch or early afternoon.”

 
Emotional exhaustion

 

·        Emotional exhaustion.

This is expressed as feeling frustrated, hopeless, trapped, helpless, depressed, sad, a pathetic about work. People say they feel that their “soul is dying” or report frequently feeling irritated or angry for no specific reason. The scariest part is when they just don’t care anymore about parts of their job that were really important to them earlier in the cycle.

 
Mental exhaustion

 ·        Mental exhaustion.

Sufferers are dissatisfied with themselves, their jobs, and life in general, while feeling inadequate, incompetent, or inferior – even though they are not any of those things. Over time, mental exhaustion causes people to see customers, patients, clients, or colleagues as sources of irritation and problems rather than as challenges or opportunities. They also tend to believe that there is something wrong with themselves because the work that once gave them such pleasure has gone stale and flat. Then they add self-blame to the mental exhaustion mix. 

 

Although many of these symptoms occur in other stress-related problems, such as depression and alienation, there are significant differences. Clinical depression tends to affect all aspects of a person’s life, whereas people suffering from burn out can function very well in the nonworking aspect of their lives. Alienation is common in people who never expected anything from their jobs but a paycheck, while burn out candidates is highly motivated, committed workers. The time component is indicative: Burn out occurs over a long period of time, in contrast to other responses to severe situational stress that happen rapidly when a particular stressor occurs in a person’s life.

 

5.3

Burn Out Measurement 

5.3 Burn Out Measurement 

When you have been in a stressful job for a long period of time, you run the risk of burning out, or developing feelings of detachment, apathy, cynicism, or rigidity on the job. Not everyone in stressful jobs burns, out, nor do people who develop burn out do so in the same way or in the same frame. But examining your feelings about your job can provide you with some valuable information on your potential stress level, as shown in Figure 5.1.

 

Key to responses:

1)     Strongly disagree.                       2) Disagree

3) No feeling one way or the other

4) Agree                                             5) Strongly agree

Burnout possibilities:

Figure 5.1: Stressful situation checklist

I find myself becoming by the things I do on my job

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5

I sometimes feel “trapped” in my job-and I don’t feel I can change jobs or leave my present job.

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5

I feel overworked and underpaid.

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5

My skill level at my job is not a good as it once was.

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5

My boss doesn’t control my own time and work pace at work.

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5

I don’t control my own time and work pace at work.

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5

I don’t hear when I do well, I just hear when I do badly.

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I don’t have enough time to do all the things I am required to do on my job.

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5

My work is not challenging or stimulating.

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The workload for my job comes is not well distributed- It’s either feast or famine.

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Politics at work prevent me from discussing job concerns with my colleagues.

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My colleagues are not supportive- they all have their own fires to put out and problems to worry about.

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I’am going nowhere, I’m stuck in my job and don’t see a career path.

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I don’t have much energy to try and change things in my company.

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I do significantly more in my job than I want to.

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Politics at work prevent me from discussing job concerns with my colleagues.

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I get a greater sense of accomplishment from the things I do outside of work than I do from my job.

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We seem to reorganize departments at my company every time I turn around.

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My work is extremely difficult and overly demanding.

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5
 

What the Burn Out Checklist Shows

The higher your score on the Burn out Checklist, the higher the likelihood that you have begun to burn out on your job.

 

Score between 0 and 40:

Most people feel frustrated, overwhelmed, and unappreciated on the job once in a while, so a score between I and 40 is fairly typical.

 

 

 Score between 41 and 80:

If you scored between 41 and 80, you are beginning to show some of the signs of burn out. You might want to see if you can reduce some of your current work commitments, talk with your boss about getting more control over your work, or begin to develop a network of colleagues at work to provide mutual support. 

Score over 81:

If you scored over 81, chances are good that you are in the process of actively burning out. Burn out is hazardous to both your emotional and physical well-being. People who are burned out very often suffer from stress-related illnesses (Leatz & Stolar, 1993, p.20).

 

5.4

Reactions to Burn Out

 5.4 Reactions to Burn Out

People typically respond to burn out in a number of ways-all of which impact their job performance:

Change jobs

·       Change jobs

 

This is the first thing most people consider during the early stages of burn out. They look around inside their present organization to see if there is something else they could do that would get them away from the demands of their current job. If nothing appears appropriate, they may look for a similar position with a different organization, thinking that a change is all that is needed. Sometimes this works, and both the company and the employee benefit. But for many people, burn out comes back.

 
Move up to a management position

·       Move up to a management position.

 

A burn out victim, who had been in the front lines of customer, client, or patient contact, may think that moving to the administrative arena would relieve some of the pressure and stress. Occasionally this works, because some people are better suited to administration than to the front lines, and they can be valuable contributors to the organization from a different position. Others find that their burned out attitudes are transmitted to the people they now manage.

 
Endure it

·       Endure it.

 

People who value stability and emotional security often decide just to stay where they are, hang in there, and wait it out until retirement. These are the employees most organizations consider dead wood, and today are often prime candidates for layoffs. If they are able to function adequately in their positions, the drain on the company may not be too great. If, however, they block change and improvement, the cost to the organization can be very great.

 
Change professions

·       Change professions.

 

Some burn out sufferers decides that maybe they made a mistake when they originally chose their professions, and they make a career switch. They go off into business on their own or a completely new field. Sometimes this works, but very often they have feelings of failure and guilt, and regret having wasted their time – especially if they invested many years in school and training. The loss of trained professionals is a high cost for companies to pay. After making a change, some people go to do well in their new career; others find that the depression and feelings of self-doubt follow them to their new job.

 

Move ahead

·       Move ahead.

 

This response is the most productive of all, as it uses burn out as a launching pad for personal growth by reassessing priorities, tapping unused skills and potential, and cultivating new strengths and abilities.

 

5.5

Burn Out Causes and Cures

5.5 Burn Out Causes and Cures 

It is important to understand two things about burn out. First of all, the root cause does not lie within the person suffering from it. The biggest cause is a dysfunctional work environment that permits unrelenting levels of stress, frustration, and pressure for long periods of time, yet offers few rewards to people for putting up with all of that. Second, if we subscribe to the learn-do-teach cycle theory, there is the potential that burn out can occur several times during our working lives –as we master each new job function we are given. 

This means that, if we want to conquer burn out, there are two fronts for attack. The first is to take a hard look at the work environment itself. Chronic work overload, dead-end jobs, excessive red tape and paperwork, poor communication and feedback, lack of rewards, and absence of a support system are all major contributors to burn out. They are also components that can be changes, if management is willing to do so. 

True, cost is associated with making a change. Redesigning jobs to give people a sense of their importance to the organization and opportunities for growth takes time and effort. Making sure employees aren’t overcrowded means providing more office space, good lighting, comfortable furniture, and appropriate technology-which is a capital expense. Assuring that workers aren’t assigned an overload of customers, clients, or patients may mean hiring more workers. Increasing work breaks and vacation time costs money. Assuring that management provides adequate feedback, encouragement, and compliments takes effort, but it is probably the most important means of avoiding employee burn out. Rebuilding the organization’s reward and promotion structure is often a major undertaking. Moreover, reassessing policies, rules, and regulations to reduce red tape, paperwork, and bureaucratic bungling takes commitment, time, and effort-all of which come with a cost.

The key understands that there is a high cost to be paid for fostering conditions that promote burn out contrary to what many managers believe today. That cost comes from absenteeism, lowered performance and morale, increased turnover, and, ultimately, decline in employees’ physical health- which is reflected in rising health-care costs for stress-related illnesses. 

Second, because we all will go through the learn-do-teach cycle several times during our working lives, there are some things we can do for ourselves that may help, at least to some degree, to counteract an unhealthy work environment. Not only will these coping strategies help us in our work life, but they can help us in our personal and family life as well:

 

·        Understanding your personal work and stress reaction styles. If we work to understand our reactions more completely, we can learn to identify behavior patterns that are no longer working effectively for us. Once we have identified them, we can go about changing those patterns.

·            Reassessing your values, goals, and priorities. Unrealistic goals for our careers and performance virtually guarantee that we will become frustrated and disillusioned. Most of us set vague career goals for ourselves early in our lives, and we never stop to see if they are still appropriate, given how both we and the business world today have changes. We may be operating under goals that no longer make sense for us, or priorities that are no longer important.

·            Compartmentalizing your life. By compartmentalizing, we mean segmenting the different parts of your life: work, home, community, and so on. Focus much as possible on each compartment when you are in it-and then don’t think about it when you move on to another compartment. For example, you would immerse yourself totally in your job when you were at work, but leave it behind, along with information on a variety of decompression and coping techniques that can help you begin to reduce your areas of stress overlap and start determining appropriate compartments for your life.

·              Building social support system. Everybody needs friends, and this is particularly true of people in high-pressure positions. We need many kinds of friends and colleagues. We need people who will lend a willing ear and a soft shoulder just to listen to us vent, without judging our words, thoughts, or actions; are knowledgeable in our field, have our best interests at heart, and can give us honest praise and criticism when we need it; will back us no matter what, think we are terrific, and serve as our own private cheering sections; share our interests, values, views, and priorities, and provide us with a reality check when things get crazy: and like to do the same hobbies, pursuits, and fun stuff we like to do.

It is highly unlikely that any one (or even 5 or 10) person(s) can fulfill all these different kinds of needs. We need to continue to develop and nurture friendships and relationships throughout our lives. 

So, if you think you are experiencing burn our, take heart. It does not have to be devastating, and we have found that it can actually be growth-promoting. You can survive and come out happier, healthier, and stronger. Burn out is simply an opportunity for change, and it is up to you and your employers to take advantage of that opportunity when it presents itself. (Ibid, pp.116-120).

 
   
   

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