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Burnout

Many of the people I work with have experienced burnout—some have faced it before, some are in the thick of it now, and others seem on a fast track for burnout in the near future.

It could be you find yourself feeling emotionally drained or exhausted by activities that previously brought you joy, whether at work, at home, or in social settings. Or you could feel quite detached toward responsibilities, relationships, hobbies, or social connections you used to value. Have you noticed a decline in your confidence or ability to handle daily tasks, whether in work projects, personal goals, or household responsibilities?

Burnout is now included in the International Classification of Diseases (ICD) as an occupational phenomena, but not classified as a medical condition. 

“Burn-out” is a syndrome conceptualised as resulting from chronic workplace stress that has not been successfully managed. It is characterised by three dimensions:

  • feelings of energy depletion or exhaustion
  • increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job and
  • reduced professional efficacy.

It has become such a significant issue that the The World Health Organization is about to embark on the development of evidence-based guidelines on mental well-being in the workplace.

It may be one or various things that distinguish signs of Burnout, it can manifest in many forms, and the signs can vary widely—from physical exhaustion to emotional detachment, or even a sense of ineffectiveness. As with most things, recognising early warning signs, whether in ourselves or others, can be helpful for taking preventive steps.

Burnout is a complex topic, and exploring recent research has been of special interest for me. Reflecting on my own experience, I realise now that I may have been on the verge of burnout over a decade ago, just prior to me making a significant shift in my work environment.

I recognised that I was working harder than I probably had been in the past. I was staying back late at work to get things finished. I was exhausted at the end of the working week. I was watching others and their workloads and wondering how they could manage to leave work on time when I was needing to stay back late so frequently. I was able to get stricter with my work hours and make sure I didn’t continue to overwork and made some changes that helped me to feel like I was getting on top of things.

In Bowen Family Systems Theory, we get a more nuanced perspective of burnout. I have heard people explain that it wasn’t so much that they were over working, it was more that the work wasn’t valued by others. Systems theory talks about this concept of over and under functioning for others. It’s a dynamic we get caught in often.

Bowen Family Systems Theory offers a unique lens on burnout by focusing on relational dynamics rather than just individual workload. Often, people experiencing burnout describe feeling not just overworked, but undervalued. They may find themselves putting immense energy into work that goes unrecognised or, worse, feel taken for granted. In systems theory, this can be understood through the concept of “over-functioning” and “under-functioning” roles that develop within relational systems, including work environments.

Over-functioning occurs when one person takes on an excessive level of responsibility, often stepping in to cover gaps, manage additional tasks, or support others, especially those who are under-functioning—people who may, intentionally or not, avoid certain tasks or responsibilities. This dynamic creates an imbalance where the over-functioning individual feels compelled to maintain the system’s equilibrium by taking on more than their fair share. In workplaces, this pattern can contribute significantly to burnout as people push their limits, not just to keep up with their own work, but to compensate for others.

The strain of feeling solely responsible, coupled with a lack of recognition or appreciation, can deplete someone’s energy and sense of purpose. Burnout, then, isn’t merely about working long hours, it’s about feeling undervalued and trapped in a cycle where one’s contributions go unseen or unappreciated. Recognising these dynamics can help individuals get clearer about what they are actually responsible for and encourage healthier, more balanced interactions within teams. This shift can help reduce the risk of burnout by addressing not just workload, but also the relationship dynamics in a workplace system. 

I ended up working out my boundaries and getting stricter with my work hours, I was able to create a healthier balance, and have more time to do fun things, and this actually re-energised my work life. This experience taught me that prioritising well-being and knowing my limits isn’t a luxury—it’s essential to sustaining both productivity and fulfilment in the long term.

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