But burnout is not caused solely by stressful work or too many responsibilities. Other factors contribute to burnout, including your lifestyle and personality traits. In fact, what you do in your downtime and how you look at the world can play just as big of a role in causing overwhelming stress as work or home demands.
The Burnout
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Be more sociable with your coworkers. Developing friendships with people you work with can help buffer you from job burnout. When you take a break, for example, instead of directing your attention to your smartphone, try engaging your colleagues. Or schedule social events together after work.
Make friends at work. Having strong ties in the workplace can help reduce monotony and counter the effects of burnout. Having friends to chat and joke with during the day can help relieve stress from an unfulfilling or demanding job, improve your job performance, or simply get you through a rough day.
Take time off. If burnout seems inevitable, try to take a complete break from work. Go on vacation, use up your sick days, ask for a temporary leave-of-absence, anything to remove yourself from the situation. Use the time away to recharge your batteries and pursue other methods of recovery.
Nourish your creative side. Creativity is a powerful antidote to burnout. Try something new, start a fun project, or resume a favorite hobby. Choose activities that have nothing to do with work or whatever is causing your stress.
"Burnout" isn't a medical diagnosis. Some experts think that other conditions, such as depression, are behind burnout. Researchers point out that individual factors, such as personality traits and family life, influence who experiences job burnout.
If you answered yes to any of these questions, you might be experiencing job burnout. Consider talking to a doctor or a mental health provider because these symptoms can also be related to health conditions, such as depression.
The experience of burnout has been the focus of much research during the past few decades. Measures have been developed, as have various theoretical models, and research studies from many countries have contributed to a better understanding of the causes and consequences of this occupationally-specific dysphoria. The majority of this work has focused on human service occupations, and particularly health care. Research on the burnout experience for psychiatrists mirrors much of the broader literature, in terms of both sources and outcomes of burnout. But it has also identified some of the unique stressors that mental health professionals face when they are dealing with especially difficult or violent clients. Current issues of particular relevance for psychiatry include the links between burnout and mental illness, the attempts to redefine burnout as simply exhaustion, and the relative dearth of evaluative research on potential interventions to treat and/or prevent burnout. Given that the treatment goal for burnout is usually to enable people to return to their job, and to be successful in their work, psychiatry could make an important contribution by identifying the treatment strategies that would be most effective in achieving that goal.
People patching together a retail job with unpredictable scheduling while driving Uber and arranging child care have burnout. Startup workers with fancy catered lunches, free laundry service, and 70-minute commutes have burnout. Academics teaching four adjunct classes and surviving on food stamps while trying to publish research in one last attempt at snagging a tenure-track job have burnout. Freelance graphic artists operating on their own schedule without health care or paid time off have burnout.
Two pioneering researchers identify key causes of workplace burnout and reveal what managers can do to promote increased productivity and health. Burnout is among the most significant on-the-job hazards facing workers today. It is also among the most misunderstood. In particular, we tend to characterize burnout as a personal issue--a problem employees should fix themselves by getting therapy, practicing relaxation techniques, or changing jobs. Christina Maslach and Michael P. Leiter show why this is not the case. Burnout also needs to be managed by the workplace. Citing a wealth of research data and drawing on illustrative anecdotes, The Burnout Challenge shows how organizations can change to promote sustainable productivity. Maslach and Leiter provide useful tools for identifying the signs of employee burnout, most often exhaustion, cynicism, and ineffectiveness. They also advise managers on assembling and interpreting worker self-evaluation surveys, which can reveal workplace problems and potential solutions. And when it comes to implementing change, Maslach and Leiter offer practical, evidence-driven guidance. The key, they argue, is to begin with less-taxing changes that employees nonetheless find meaningful, seeding the ground for more thorough reforms in the future. Experts estimate that more than $500 billion and 550 million workhours are lost annually to on-the-job stress, much of it caused by dysfunctional work environments. As priorities and policies shift across workplaces, The Burnout Challenge provides pragmatic, creative, and cost-effective solutions to improve employee efficiency, health, and happiness.
When you analyze the real causes of burnout, it becomes clear that almost everyone has been attacking the problem from the wrong angle. According to Christina Maslach of the University of California, Berkeley, Susan E. Jackson of Rutgers, and Michael Leiter of Deakin University, burnout has six main causes:
There are some easy things we can all do to combat burnout, most critically at the organizational level. There was good news in our research, and it illuminated where we need to focus. Factors that predicted lower levels of burnout included the following:
This was one of the strongest predictors of lower burnout. To help overburdened employees, organizations should communicate more about priorities and about what can be put on the back burner until time permits (or perhaps forever).
Of course, this is all just a starting point for how companies can address burnout. But the point I want to hammer home is this: Leaders, get the right systems in place now, before the next crisis happens.
Burnout has been traditionally defined in relation to the dimensions of "exhaustion", "cynicism", and "inefficiency". More recently, the Burnout Clinical Subtype Questionnaire (BCSQ-12) further established three different subtypes of burnout: the "frenetic" subtype (related to "overload"), the "under-challenged" subtype (related to "lack of development"), and the "worn-out" subtype (related to "neglect"). However, to date, these definitions have not been applied to students. The aims of this research were (1) to adapt a Spanish version of the BCSQ-12 for use with students, (2) to test its factorial validity, internal consistency, convergent and discriminant validity, and (3) to assess potential socio-demographic and occupational risk factors associated with the development of the subtypes.
The results support the definition of burnout as established by the BCSQ-12-SS. As such, the BCSQ-12-SS can be used for the recognition of clinical profiles and for the suggestion of potential intervention strategies specific to the characteristics of each particular case.
Chronic stress in the work environment is a fundamental risk factor for developing burnout syndrome [1]. Burnout is a physical response that an individual might experience when he or she fails to regulate stress effectively, and could have serious consequences on one's health [2].
Traditionally, burnout syndrome has been defined as a situation in which the affected person experiences feelings of "emotional fatigue", "depersonalisation", and "lack of personal achievement". "Emotional fatigue" prevents workers from engaging in their work at an emotional level due to their perceived lack of energy. "Depersonalisation" refers to the development of negative feelings and behaviour towards other people, and often involves blaming others for one's own problems. "Lack of achievement" refers to the tendency to assess one's own ability negatively and involves feelings of unhappiness and dissatisfaction [3]. However, to be able to apply the definition of burnout across all kinds of occupations, this syndrome has been redefined and standardized on three dimensions: "exhaustion", "cynicism", and "inefficiency". "Exhaustion", operating at the emotional level, refers to the feeling of not being able to give any more of oneself to work. "Cynicism" is shown in distancing behaviours towards work, customers, and co-workers. Finally, "inefficiency" refers to one's feelings of inadequacy and incompetence when performing tasks at work [4].
The dimensions 'overload', 'lack of development and 'neglect', belonging to the "frenetic", underchallenged" and "worn-out" subtypes, respectively, comprise a definition of burnout that comes close to the standard and typological approaches [18]. This brief definition, also developed by our research group, is operationalized by means of the short version of the Burnout Clinical Subtype Questionnaire or BCSQ-12. 'Overload' refers to individuals' feeling of risking health and personal life in the pursuit of good results, and is significantly associated with 'exhaustion'; 'lack of development' refers to the absence of personal growth experiences for individuals together with their desire take on other jobs where they can better develop their skills, and is significantly associated with 'cynicism'; 'neglect refers to individuals' disregard as a response to any difficulty, and is strongly associated with 'inefficacy'.
The dimensions established in the BCSQ-12 have proven useful for the quick recognition of burnout subtypes with criterion validity [19]. However, these dimensions have not been tested among students. It is worth investigating whether the model based on BCSQ-12 is valid among dental students, given the characteristics of this population as well as the possibility of enabling more specific assessments and interventions among a population highly affected by burnout. Therefore, the aims of the present study included adapting the BCSQ-12 for use with students, evaluating its factorial structure, internal consistency, convergent and discriminant validity, and contrast the socio-demographic and occupational risk factors associated with the development of each burnout subtype. 2ff7e9595c
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