Burnout and its effects
Burnout is recognized as an occupational hazard for various people-oriented professions, such as human services, education and health care (Maslach & Leiter, 2016).
Burnout is a prolonged response to chronic emotional and interpersonal stressors on the job. It involves three dimensions: exhaustion, cynicism and a sense of inefficiency at work due to work-related stress (Maslach, 2003). The significance of this three-dimensional model is that it clearly places the individual stress experience within a social context and involves the person's concept of both self and others (Maslach & Leiter, 2016).
Note that burnout is different from depression in that it is specific to work and not pervasive across all aspects of a person's life. For example, people experiencing burnout may still enjoy their weekends with their families or other non-work-related activities (Pross, 2006).
Work-related stress that is left unresolved over a long period of time has the potential to develop into burnout. Poor psychosocial working conditions (job stressors) can significantly increase the risk for mental health problems and illnesses (Memish et al., 2017). A recent Canadian survey found that workplace stress is cyclical is a primary factor in the development of mental health problems and illness. In addition, it significantly impacts existing mental health problems and illnesses in working adults (Howatt et al., 2018). When work environments are not supportive of staff concerns and efforts, the resulting gap between expectations and reality can further contribute to frustration and stress.
Most settlement agencies across Canada are facing higher caseloads with fewer resources. Managing workloads, while providing for clients' increasingly complex needs, has become a juggling act. Particularly high levels of burnout have been well-documented among service providers (Maslach, 2003). Burnout levels among settlement agency staff—who are frequently exposed to details of their clients' traumatic experiences and are increasingly called upon to handle higher caseloads with fewer resources—may be as high as or higher than those of service providers.
The downward spiral
Burnout usually does not happen all at once, but instead occurs in several stages of a “downward spiral.”
(Spinetta et al., 2000)-
● ○ ○ ○ ○
Stage 1
- Emotional emptiness
- Little or no desire to relate to clients
- Physical symptoms
Mental, physical and emotional exhaustion
-
● ● ○ ○ ○
Stage 2
- Loss of interest
- Bitterness
- Dehumanized view of clients and their families
Indifference, cynicism and callousness
-
● ● ● ○ ○
Stage 3
- Diminished levels of capability, caring and competence
- Feelings of helplessness
- Alienation and despair
Personal failure
-
● ● ● ● ○
Stage 4
- Self-hatred
- Isolation
- Major impact on family relationships
- Absenteeism from work
Personal failure
-
● ● ● ● ●
Stage 5
- Lack of observable emotions
- Performance of responsibilities without commitment or enthusiasm
- Contemplation of leaving profession
Complete burnout
Risk factors
The source of burnout is the work environment; however, not everyone who works in the same environment will experience burnout. Individual risk factors related to demographics and personality traits contribute to making certain individuals more vulnerable to burnout than others.
- Work environment
- Demographic variables
- Personality traits
Signs and symptoms
Some common symptoms of burnout include the following:
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Apathy (e.g., “I just don't care anymore.”)
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Irritability (e.g., “Everything annoys me.”)
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Feelings of hopelessness (e.g., “It's useless to try to help them.”)
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Rapid exhaustion (e.g., “Even simple tasks make me tired.”)
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Disillusionment (e.g., “My clients will never get better.”)
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Melancholy (e.g., “The world is a dark place.”)
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Forgetfulness (e.g., “I can't remember anything anymore!”)
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Experiencing work as a heavy burden (e.g., “Going to work is painful.”)
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Tendency to blame oneself (e.g., “It's my fault that my clients are not coping well.”)
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Feelings of failure (e.g., “I have let my clients down.”)
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Alienation from and cynicism toward clients (e.g., “My clients should just get over it already!”)
Burnout as opportunity
Providers can adopt strategies to avoid burnout. If a burnout situation happens, it can sometimes be transformed into an opportunity to stop and reflect on some important questions (Bellafiore, 2011). It is an opportunity to step back and consider whether the current course of action is really a good idea. At certain times, care providers must stop and care for themselves.
service providers can consider the following questions when experiencing symptoms of burnout:
- What are you trying to accomplish with your work life?
- What are your core values? Is your work in synch with these?
- If you are overworking, why?
- What does work accomplish for you? What is it preventing you from accomplishing?
Featured resource: Sexual Violence New Brunswick (SVNB) Collective Care Approach
This collective care approach, developed by Sexual Violence New Brunswick (SNVB), describes strategies for leaders to take to address burnout with their teams.
Learn more