Slow Productivity: The Lost Art of Accomplishment Without Burnout

The concept of burnout, first introduced by psychologist Herbert Freudenberger in the 1970s, has become increasingly prevalent in modern work culture. The World Health Organization’s official recognition of burnout as an occupational phenomenon in 2019 marked a significant milestone in acknowledging the severity of this issue. This classification defines burnout as a syndrome resulting from chronic workplace stress that has not been successfully managed, characterized by three dimensions: “[F]eelings 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” (“Burn-out an ‘Occupational Phenomenon’: International Classification of Diseases.” World Health Organization, 28 May 2019).

The prevalence of burnout has reached high levels across various industries and professions. Gallup’s research found that 76% of employees experience burnout on the job at least sometimes, with 28% reporting that they feel burnout “very often” or “always.” This widespread occurrence suggests that burnout is not merely an individual problem, but a systemic issue embedded in modern work culture (“Employee Burnout: Causes and Cures.” Gallup, 2024).

The consequences of burnout extend beyond individual well-being to impact physical health, psychological well-being, and occupational outcomes. The COVID-19 pandemic has further exacerbated the burnout epidemic, with the rapid shift to remote work leading to increased workloads, work-home interference, and emotional exhaustion for many employees.