Is this heading towards workplace burnout – what are the contributing factors?
Relationship disruption may well be the central unaddressed theme behind people’s burnout experiences. How many of us attend sufficiently to addressing relationship patterns that may be draining our energy, resources and those of others?
The past couple of months at work have been as demanding as any period of work I can remember. With computers crashing and key administrator’s leaving I’ve had to wear multiple hats and extend my working hours to ensure no major balls were dropped. I’ll admit it’s been exhausting however I have known throughout that it was a time limited stress. It was always clear that there was going to be a resolution as our business IT issues were addressed and a new employee had time to settle into their role.
This has prompted reflection on work place stress and what goes into burnout. While a period of overwork can be tremendously challenging it does not take the same toll that relationship disruption and sustained seemingly unresolvable stress does. A leader’s potential for burnout is certainly heightened, if the loss of a team member erupted from relationship discord and the ripple effects of this were infiltrating the organisation. In my recent scenario, the loss of the key staff member was predicted. They had completed part time study and had been open with me about looking for work in their field. The other stressors, while beyond my control, were solvable problems. This is very different from a sense of chronic repeating patterns of people complaining and leaving or of work systems malfunctioning.
I wonder what you think of when you hear of workplace burnout. Usually people associate it with too high a workload. In literature into burnout in ministry positions the most commonly noted contributing factors are: over work, role demand Vs capacity, demands of interpersonal complexity, reliance on solo/self-care and a belief system of selfless service.* Looking into such factors reveals much more than a problem of too much work and not enough leave. The demands of relationship strain and relationship patterns of over – functioning (or over- controlling, – helping) are core elements to the burnout picture. I hear that many overseas mission/aid placements are prematurely ended, not due to cross cultural strain, but to team conflict. Relationship disruption may well be the central unaddressed theme behind people’s burnout experiences. How many of us attend sufficiently to addressing relationship patterns that may be draining our energy resources and those of others.
I well remember some years ago the impact of a tense collegial relationship on my workplace coping. Unlike the recent high work load this earlier period of relational upheaval was infiltrating my sleep patterns and thinking space. The more I focussed on the other the more drained and negative I became. I realised how important it was to see my part in the troubled dynamics and to responsibly attend to the ways I had played a part in mutual misunderstandings and reactions.
For some who are edging on workplace burnout it may be that unaddressed relationship discord at home is driving the intense investment in work. When exhausted collapse occurs it is easier to point to the work load than to the relationship strain that is being bypassed by spending increasing hours away from home.
For myself I have learned to ask the following questions to avert potential burnout at work:
• Is this a factual problem that can be solved in the foreseeable future? If so how can I patiently manage my priority tasks and tolerate the disruption until things are resolved?
• Is this a chronic pattern that repeats and seems to have no foreseeable resolution? If so how can I ascertain my contribution to this?
• Am I contributing to the chronicity by continually worrying about what might happen as opposed to addressing the facts of what is happening?
• What relationship patterns are behind this stress? Is distancing, blaming or over functioning happening? What is my part in this? How can I take the lead in maturely addressing issues with the person/people I am tense with?
• Am I using work as a detour from addressing insecurities in my family relationships as a spouse or parent? How can I ensure that this does not get hidden by my very high workload? Am I being responsible in all my important relationship domains?
I am relieved that the worst of my work stress is now behind me. It was valuable to see that there was no call for panic or reactivity that would spread the stress throughout the team. It continues to be valuable to remember to always address my part in relationship patterns that can drain energy from self and others. This period has also been a welcome prompt to reflect on how I am going to gradually move towards some semblance of semi-retirement and free up space for projects beyond my current work. I am committed to a better balance in how I spread my God given energy around the various domains of my life.
Dr Bowen and different versions of stress & anxiety:
A key variable of family systems theory is the degree of anxiety – this includes the intensity and duration of different types of anxiety. “All organisms are reasonably adaptable to acute anxiety. The organism has built in mechanisms to deal with short bursts of anxiety….When anxiety increases and remains chronic for a certain period, the organism develops tension, either within itself or in the relationship system, and the tension results in symptoms’ or dysfunction or sickness.” P 361-2
* e.g. of burnout literature and clergy
Grosch, W. N., & Olsen, D. C. (2000). Clergy Burnout: An integrative account. Psychotherapy in Practice, 56(5), 619-632.
My literature review in this area comes from the master’s thesis of psychologist Amanda Mason (which I hope will be published at some time)
‘Averting Workplace Burnout’ – Jenny Brown