Understand How Burnout Develops and the Measures That Can Be Taken to Prevent It
“Burnout” is a term that was first coined in 1974 by American psychologist Herbert Freudenberger in his seminal book, “Burnout: The High Cost of High Achievement.” In the decades since, the definition of burnout has been refined to “a state of emotional, mental and physical exhaustion brought on by repeated and chronic stress when the job is in control of the person performing it.”
The experience of burnout and its impact on people and organization has driven many professional associations to look at the factors that contribute to this dysphoria. While some experts feel burnout is an extension of depressive symptoms, the World Health Organization announced in May 2019 the ICD-11 classifies burnout as an occupational and not medical condition.
Given the complexities and demands of care management jobs in healthcare settings, it is crucial that care managers and case management leaders understand how burnout develops and the measures that can be taken to prevent it.
Risk Factors and Implications
The ICD-11 describes burnout as a syndrome resulting from chronic workplace stress and characterized by work-induced feelings of exhaustion, increased mental distance from work, and reduced professional effectiveness.
Depression is a medical condition that affects millions of people in the United States, including up to 5 percent of Americans age 65 or older. The prevalence of depression is significantly higher – between 11.5% and 13.5% – in older hospitalized patients and in who require home health care.
In the back wall of a human’s abdominal cavity are two small organs. Each is the size of a computer mouse. These organs – kidneys – filter all the blood inside the body every 30 minutes to remove toxins, excess fluid, and waste material. They also secrete hormones to help regulate blood pressure and stimulate red blood cell production and other chemicals crucial to life.