Topic guide
Burnout and workplace friction
Explore how Eric Termuende’s published services and resources address this topic. The excerpts below link to their original context so you can assess the relevance to your audience.
Compare the published material
| Source | Type | Relevant passage |
|---|---|---|
| Blueprint to the Future | Service | Most organizations respond to disengagement, burnout, and retention challenges with programs: leadership development workshops, mental health initiatives, engagement surveys with subsequent action plans, culture… |
| Built for Uncertainty | Service | Most organizations respond to change fatigue with change management: communication cascades, town halls, transition plans, stakeholder maps. These have value. But they share a… |
| Unwavering Teams | Service | Conference audiences in industries where burnout and turnover are eroding good teams |
| The Book - Rethink Work | Book | Disengagement, burnout, and turnover are not people problems. They are design problems. Part One makes the case for this, with research and with the… |
Evidence from the source pages
Blueprint to the Future
Most organizations respond to disengagement, burnout, and retention challenges with programs: leadership development workshops, mental health initiatives, engagement surveys with subsequent action plans, culture transformation projects. Each of these has value. None of them is sufficient on its own. And the reason is not that they are poorly designed.
Built for Uncertainty
Most organizations respond to change fatigue with change management: communication cascades, town halls, transition plans, stakeholder maps. These have value. But they share a hidden assumption: that change is an event to be managed, with a before, a during, and an after. Get the team through it, and things stabilize.
Unwavering Teams
Conference audiences in industries where burnout and turnover are eroding good teams
The Book - Rethink Work
Disengagement, burnout, and turnover are not people problems. They are design problems. Part One makes the case for this, with research and with the specific patterns Eric found across hundreds of organizations. By the end of this section, the reader cannot unsee the architectural nature of what is happening on their team.