Burnout: Causes, Effects, and Coping Strategies

Burnout facts. Coping with burnout.

Burnout is a significant problem, not only for the individual experiencing it but also for their family and workplace productivity. Therefore, reducing burnout symptoms or preventing burnout is essential. However, many people with burnout face challenges such as high workloads, low job control, long hours, and work-to-family conflict, which make it difficult to seek professional help. Fortunately, addressing burnout can often be done independently and, moreover, doesn’t have to be time-consuming.

An individual effectively coping with burnout learns to set healthy boundaries, communicates clearly at home and work, prioritizes their own needs, and develops the ability to put challenges into perspective. As a result, their quality of life improves significantly. This guide focuses on reducing burnout symptoms by addressing its most common causes.

 


 

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Coping with burnout – common causes

Information about coping with burnout
Burnout is divided into three primary subscales, which help explain its complexity:
1. Emotional Exhaustion: This is characterized by a lack of energy and an inability to recharge, often leading to feelings of extreme fatigue and being drained [2].
2. Depersonalization: Marked by a distorted view of oneself, others, and the environment, this subscale often results in a lack of empathy, loss of motivation, and feelings of isolation [2],[13],[14].
3. Reduced Professional Efficacy: This includes difficulty concentrating, a negative attitude toward tasks, and a lack of creativity, which can make daily responsibilities feel overwhelming.

Interestingly, an individual doesn’t need high scores in all three areas to be considered burned out. Instead, different causes may uniquely affect each subscale.
 

Common Causes of Burnout

Burnout is typically the result of a combination of factors, rather than a single issue. These include:
• Long working hours [3]
• High workloads [3],[4],[5],[6]
• Low job control [7],[8]
• Organizational fairness [9]
• Work-to-family conflict [10]
• Experiencing traumatic events [11]
• Leadership styles [15],[16]

By identifying these causes, individuals can begin to address their burnout effectively.
 
 
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What can you do to reduce burnout?


coping with burnout. How reducing workload and working hours can improve the quality of life.
Coping with burnout

Coping with burnout is most effective when approached step by step. For instance, focusing on reducing the causes of stress one at a time can make the process more manageable and sustainable.

1. Working Hours

First and foremost, reducing working hours has been shown to lower burnout rates significantly [12]. This can involve sticking to official work hours, setting boundaries, and creating routines to manage the workday efficiently. For example, preparing for the end of the workday helps reduce stress and ensures tasks are completed on time. Additionally, routines provide structure, which can make it easier to maintain a healthy work-life balance.

2. High Workloads

A heavy workload increases stress, fatigue, and the likelihood of mistakes [10]. To manage this:
• Slow down productivity: Taking short breaks, allowing more time for tasks, and delaying communication about completed tasks can give you space to recharge.
• Create an energy chart: Tracking weekly activities helps identify where energy is spent. Adjusting the balance between work and personal life can lead to better recovery.
• Ask for help: Delegating tasks reduces stress and creates time for recovery.

3. Low Job Control

Next, improving job control can reduce emotional exhaustion and increase professional efficacy [6],[7]. Strategies include establishing routines and advocating for flexibility in task management or scheduling.

4. Organizational Fairness

While improving organizational fairness may seem daunting, it can significantly reduce burnout. Scheduling a meeting with your supervisor to discuss clear guidelines and regular feedback can foster a more supportive environment [9]. However, proceed cautiously, as changing organizational culture can be challenging.

 
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5. Work-to-Family Conflict

Furthermore, reducing work-to-family conflict involves clear communication with your partner and honoring commitments. For instance, prioritizing family over work and keeping your partner informed about deadlines and events can minimize stress and frustration.

6. Traumatic Events

If trauma contributes to burnout, addressing it is crucial. Reaching out to a professional specializing in trauma or PTSD treatment is essential for effective recovery.

7. Leadership Styles

Finally, democratic and transformational leadership styles, which emphasize employee input, encouragement, and rewards, are the most effective in reducing burnout [9]. These approaches increase job satisfaction and engagement, making them beneficial for both employees and organizations.

Final Thoughts

In summary, coping with burnout requires a step-by-step approach that addresses its underlying causes. By making gradual changes to workload, communication, and organizational practices, individuals can significantly reduce burnout symptoms. Moreover, seeking professional support can help tackle persistent challenges, ensuring long-term well-being and resilience.

 
 
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Coping with burnout – Literature

  • [1] INTeReSTS, D. O. (2015). Burnout in physicians. JR Coll Physicians Edinb, 45, 104-7.
  • [2] Gorter, R., Freeman, R., Hammen, S., Murtomaa, H., Blinkhorn, A., & Humphris G. (2008). Psychological stress and health in undergraduate dental students: fifth year outcomes compared with first year baseline results from five European dental schools. Eur J Dent Educ., 12, 61–68.
  • [3] Van Droogenbroeck, F., Spruyt, B., & Vanroelen, C. (2014). Burnout among senior teachers: Investigating the role of workload and interpersonal relationships at work. Teaching and Teacher Education, 43, 99-109.
  • [4] Greenglass, E. R., Burke, R. J., & Fiksenbaum, L. (2001). Workload and burnout in nurses. Journal of community & applied social psychology, 11, 211-215.
  • [5] Wen, J., Cheng, Y., Hu, X., Yuan, P., Hao, T., & Shi, Y. (2016). Workload, burnout, and medical mistakes among physicians in China: A cross-sectional study. Bioscience trends, 10, 27-33.
  • [6] Salanova, M., Peiró, J. M., & Schaufeli, W. B. (2002). Self-efficacy specificity and burnout among information technology workers: An extension of the job demand-control model. European Journal of work and organizational psychology, 11, 1-25.
  • [7] Lourel, M., Abdellaoui, S., Chevaleyre, S., Paltrier, M., & Gana, K. (2008). Relationships between psychological job demands, job control and burnout among firefighters. North American Journal of Psychology, 10, 489-496.
  • [8] Hätinen, M., Kinnunen, U., Pekkonen, M., & Kalimo, R. (2007). Comparing two burnout interventions: Perceived job control mediates decreases in burnout. International Journal of Stress Management, 14, 227.
  • [9] Greco, P., Laschinger, H. K. S., & Wong, C. (2006). Leader empowering behaviours, staff nurse empowerment and work engagement/burnout. Nursing Leadership, 41-56.
  • [10] Wang, Y., Chang, Y., Fu, J., & Wang, L. (2012). Work-family conflict and burnout among Chinese female nurses: the mediating effect of psychological capital. BMC public health, 12, 915.
  • [11] Katsavouni, F., Bebetsos, E., Malliou, P., & Beneka, A. (2015). The relationship between burnout, PTSD symptoms and injuries in firefighters. Occupational medicine, 66, 32-37.
  • [12] Martini, S., Arfken, C. L., & Balon, R. (2006). Comparison of burnout among medical residents before and after the implementation of work hours limits. Academic Psychiatry, 30, 352-355.
  • [13] Michal, M., Sann, U., Niebecker, M., Lazanowsky, C., Kernhof, K., Aurich, S., … & Berrios, G. E. (2004). Die Erfassung des Depersonalisations-Derealisations-Syndroms mit der Deutschen Version der Cambridge Depersonalisation Scale (CDS). PPmP-Psychotherapie· Psychosomatik· Medizinische Psychologie, 54, 367-374.
  • [14] Eckhardt-Henn, A. (2004). Dissoziative Störungen des Bewusstseins. Psychotherapeut, 49, 55-66.
  • [15] Harms, P. D., Credé, M., Tynan, M., Leon, M., & Jeung, W. (2017). Leadership and stress: A meta-analytic review. The Leadership Quarterly, 28, 178-194.
  • [16] Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.