ABSTRACT
Burnout is recognised as an occupational disease in at least nine European countries. More widely recognised is the duty for workplaces to protect employees from workplace hazards. In this chapter, levels of stressor severity at work and the probability of their resolution are considered. Perspective can be gained by putting on ‘employer spectacles’ and assessing a job adopting a cost–benefit framework. We detail how approaches for individual negotiation can be appraised and how the individual should prepare before approaching their manager in relation to burnout risk or presence: in essence, think ahead, map out the outcomes sought. In high-stress scenarios, including ones involving harassment and/or bullying, options are often limited. Individuals may become trapped––evidencing ‘Ginsberg’s theorem’: you can’t win; you can’t break even; you can’t quit the game. Downsides and the route to positive solutions are discussed. In the overlooked ‘informal’ workplace populated by caregivers looking after the young and/or infirm at home, carers need to identify and reduce the drivers of their burnout and suggestions and strategies are explored. Reducing pressure trigger points (possible triggers are listed in Appendix B) is vital, and, if these and other suggested strategies combined with de-stressing strategies do not work—particularly if the individual’s workplace is toxic—then we argue for the need for the individual to change their workplace. Further resources are listed in Appendix D.
