Burnout
- Visible at
- Individual
- Possible sources
- Role · Organisation
Exhaustion is experienced by the person, but may be sustained by workload, low control, conflicting priorities or a culture that normalises overextension.
← ONE INTEGRATED PSYCHOLOGY OF WORK
ONE PSYCHOLOGY OF WORK · MULTIPLE LEVELS OF ANALYSIS
Workplace challenges rarely exist at only one level.
A workplace problem may be experienced by one person while originating in the role, relationships, organisation or wider career direction.
Explore the five levels ↓A difficulty visible at one level may originate—or need to be addressed—at another.
No level is automatically primary. The pattern of connections determines where to intervene.
LOCATE BEFORE INTERVENING
What looks personal may be relational, structural or contextual.
Stress, reduced motivation, conflict or underperformance can be visible in an individual without being caused solely by that individual. The five-level model prevents premature conclusions and helps identify the most useful point of intervention.
FROM SYMPTOM TO SYSTEM
Where a problem appears is not always where it begins.
These examples show why diagnosis must move across levels before an intervention is selected.
Underperformance
- Visible at
- Individual · Role
- Possible sources
- Role · Relationships · Organisation
The apparent performance problem may reflect unclear expectations, poor job design, insufficient authority, managerial friction or incompatible incentives.
Loss of motivation
- Visible at
- Individual
- Possible sources
- Role · Career
Reduced drive may indicate emotional strain—but it may also mean that the role no longer provides meaning, development or alignment with professional identity.
THE FIVE-LEVEL MODEL
One challenge.
Five possible locations.
Each level provides a different diagnostic lens. More than one level may need attention at the same time.
Wellbeing, motivation, confidence and psychological functioning
Individual
What is happening within the person?
Emotional wellbeing, energy, confidence, motivation, stress responses and psychological patterns can all shape professional functioning. The task is to understand these factors without automatically treating every workplace difficulty as a personal deficit.
Demands, autonomy, responsibility, resources and job design
Role
How is the work itself structured?
A capable person may struggle when demands exceed resources, responsibility exceeds authority, priorities conflict, or the role provides too little autonomy, clarity, meaning or development.
Managers, colleagues, conflict, trust and communication
Relationships
What happens between people at work?
Performance and wellbeing are shaped by leadership relationships, team dynamics, psychological safety, boundaries, communication and the ability to repair conflict or loss of trust.
Culture, structures, leadership and working conditions
Organisation
What does the wider system enable or obstruct?
Culture, incentives, decision rights, organisational structures, leadership practices and working conditions can sustain a problem even when individuals are motivated to change.
Professional identity, direction, transitions and long-term fit
Career
Does this work still fit the person’s direction?
The immediate role may be only one part of a larger question about professional identity, life stage, career transition, future direction and whether the current path remains sustainable and meaningful.
THE INTEGRATED APPROACH
Identify where the problem is actually located before deciding how it should be addressed.
BEGIN WITH DIAGNOSIS
Where is the challenge actually located?
A structured consultation can distinguish personal, role-based, relational, organisational and career factors—and clarify the right next step.
Request an introductory consultation ↗