By Jonathan H. Westover, PhD
Abstract: This article examines how collaboration, while essential for achieving organizational goals in today's globalized workplace, can also increase employee burnout risks if not carefully managed. It reviews research demonstrating links between heavy workloads, lack of autonomy, poor social support and burnout, noting that when unaddressed, burnout damages worker well-being, productivity and culture. It proposes a framework for sustaining collaboration without burnout across four areas: clear communication, realistic expectations, workload management, and support. It discusses best practices in each area, like weekly team meetings, balanced workloads, and recognition. Real-world examples from a technology company, hospital and nonprofit show applying the strategies in practice by implementing the communication, expectations, workload and support strategies together, which allows leaders to realize collaboration's benefits while preventing excessive stress and burnout. This integrated approach protects both employee health and long-term business success in economies built on teamwork by allowing organizations to continuously innovate through cooperation without losing skilled employees.
In today's fast-paced, globalized workplace, collaboration has become increasingly essential for achieving organizational goals. However, working interdependently on complex projects also carries the risk of employee burnout if not managed carefully.
Today we will examine the research on collaboration and burnout, then provide practical strategies that leaders can implement to help their teams sustain productivity through cooperation without incurring excessive stress or career fatigue. Through open communication, clear expectations, workload management, and fostering trust and support, organizations can reap the benefits of collaborative work while also protecting workers' well-being and maximizing retention.
Research Foundation: Collaboration, Burnout and Workplace Well-Being
A wealth of research demonstrates the importance of collaboration for organizational success in the modern economy. Studies show cooperation enhances creativity, problem-solving abilities, and outcome quality across industries (Choi & Thompson, 2005; von Krogh, 2013; Bamberger, 2009). However, collaboration also poses challenges if not structured properly. Psychological research has consistently linked heavy workloads, lack of autonomy, and poor social support to job burnout - a state of physical, emotional and mental exhaustion (Maslach et al., 2001). Given today's interconnected work, individuals who collaborate extensively risk overextending themselves without the right protections in place.
Signs and symptoms of burnout include:
Emotional exhaustion: feeling depleted of one’s emotional resources.
Cynicism: distancing oneself and developing negative, cynical attitudes towards work.
Reduction in occupational effectiveness: decline in productivity, absenteeism.
When left unaddressed, burnout can damage worker well-being, productivity and organizational culture. Its consequences range from increased stress and health issues to turnover (Callegaro, 2015; Meier, 1984). Strategies for managing collaboration to avoid these risks are thus crucial for sustainable team functioning and long-term success.
A Framework for Sustainable Collaboration
To leverage collaboration's benefits while preventing burnout, leaders must implement strategies across four key areas: communication, expectations, workload management, and support. Used together, they create an integrated framework for sustaining productivity through cooperation over the long-term.
Clear Communication
Transparent, frequent communication is essential for collaboration without burnout. Regular check-ins help surface issues early and ensure role clarity to avoid mismatched expectations or duplicative work. Researchers have found clear communication reduces stress by fostering understanding and preventing uncertainty (Sutcliffe et al., 2017; Gilin et al., 2013).
Some best practices include:
Weekly team meetings: Dedicated time to discuss progress, roadblocks, workload distribution.
Project planning meetings: Clear agreements on deliverables, deadlines before starting complex initiatives.
Status reports: Brief updates keep collaboration flowing and prevent bottlenecks.
Setting Realistic Expectations
Unrealistic work demands and shifting priorities are key drivers of burnout. Leaders must define achievable expectations for collaborative work and avoid overloading teams. Research shows setting boundaries preserves work-life balance and productivity long-term (Maslach et al., 2001; Bakker et al., 2004).
Practical strategies involve:
Defining project scopes carefully based on available resources like time, staffing and budget.
Limiting concurrent projects to reasonable levels teams can sustain quality across.
Encouraging flexibility when unexpected issues arise to de-escalate pressures.
Workload Management
Proactively distributing work evenly prevents burnout risks from an overburdened few. Researchers emphasize collaboration succeeds when responsibilities match capabilities (Harvey et al., 2014; Bamberger, 2009).
Leaders should:
Assess team capacity before assigning collaborative tasks.
Rotate workloads regularly to distribute heavier periods.
Monitor for bottlenecks and rebalance responsibilities promptly.
Fostering Support
Social support counteracts stress and boosts well-being, two protective factors against burnout. Leaders must cultivate an environment where interdependence enhances relationships rather than strains them (Sutcliffe et al., 2017; Maslach et al., 2001).
Build support through:
Promoting psychological safety so concerns can surface constructively.
Recognizing contributions to foster cooperation over competition.
Encouraging career development so work retains challenge and meaning.
Implementation in Practice
The following provides examples of these strategies applied across different organizational contexts.
Technology Company: A software firm implements monthly team catch-ups and "post-mortems" on major releases to share learnings and head off issues. Project managers closely track workloads using project management software to balance sprints. Leaders solicit anonymous feedback and hold social events to foster work relationships. These practices keep 50+ person projects on track without burnout.
Hospital System: A hospital network conducts bi-weekly multidisciplinary rounds for complex patients. Physicians, nurses, therapists and pharmacists collaborate closely, but the director sets protected non-clinical time each week to prevent burnout. Units use visual boards for task transparency, and senior staff mentor newcomers. Staff turnover dropped significantly with these workload boundaries and support systems.
Nonprofit Organization: A nonprofit addressing homelessness relies on cross-functional teams for major initiatives and fundraising campaigns. The COO ensures team charters define realistic goals upfront based on historical performance. Managers informally check-in regularly by video chat to flag early issues. Exit interviews found staff commonly cited strong peer support and autonomy as protective factors against burnout.
Conclusion
Strategically managing collaboration through clear communication, realistic expectations, equalized workloads, and fostered support provides an evidence-based framework for sustaining productivity without sacrificing employee well-being or retention. Leaders who implement these practices leveraging both research insights and real-world industry examples can successfully navigate today's interconnected workplace while avoiding excessive stress or burnout. By protecting employee health and work-life balance even as interdependence increases, organizations can unlock collaboration's immense benefits for innovation and results over the long run. Further refining these strategies offers a path to thriving in economies built on cooperation and teamwork.
References
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Bamberger, P. (2009). Employee help-seeking: Antecedents, consequences and new insights for future research. Research in Personnel and Human Resources Management, 28, 49-98. https://doi.org/10.1108/S0742-7301(2009)0000028005
Callegaro, L. (2015). New research connects burnout to long-term health problems. Gallup. https://www.gallup.com/workplace/237059/new-research-connects-burnout-longterm-health-problems.aspx
Choi, B. K., & Thompson, L. (2005). Old wine in a new bottle: Impact of membership change on group creativity. Organizational Behavior and Human Decision Processes, 98(2), 121–132. https://doi.org/10.1016/j.obhdp.2005.06.003
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Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397–422. https://doi.org/10.1146/annurev.psych.52.1.397
Meier, S. T. (1984). The Construct Validity of Burnout. Journal of Occupational Psychology, 57(3), 211-219. https://doi.org/10.1111/j.2044-8325.1984.tb00160.x
Sutcliffe, K. M., Vogus, T. J., & Dane, E. (2017). Mindfulness in organizations: A cross-level review. Annual Review of Organizational Psychology and Organizational Behavior, 4, Article 55. https://doi.org/10.1146/annurev-orgpsych-032516-113158
von Krogh, G. (2013). The communal resource: Patterns of sharing know-how. California Management Review, 56(1), 6. https://doi.org/10.1525/cmr.2013.56.1.6
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Sustaining Productivity Through Collaboration: Strategies for Avoiding Burnout When Working Interdependently. Human Capital Leadership Review, 11(3). doi.org/10.70175/hclreview.2020.11.3.7
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