Burnout by Design and Reimagining the Workplace from the Ground Up, Who Designed This Mess?
- Brainz Magazine
- Apr 22
- 6 min read
Ana is a researcher, consultant, and systems thinker exploring the intersection of work, neuroscience, and human behaviour. Leading 99-Day Rewire, she investigates how autonomy and structure shape performance, resilience, and fulfilment in work and life.
As I reach my thirties, which sometimes feel closer to my fifties thanks to daily aches and fatigue, one persistent question echoes loudly in my mind: Who on earth decided this was the best way to structure our working lives?
Today's typical workday structure, 8-hour days, 40-hour weeks, originated in the industrial era. Henry Ford popularised this model in the 1920s, aiming to maximise factory productivity, not human well-being (Ford, 1926). Yet, here we are in a digital, knowledge-based economy, still clinging to outdated standards as if they were gospel truths.
Interestingly, economist Vilfredo Pareto's Principle suggests 80% of outcomes stem from just 20% of our efforts (Pareto, 1896). Despite this, we continue scattering our energy across unnecessarily stretched days, failing to align work with how our brains naturally operate.
The traditional workday: Productivity or performance?
Be honest, can anyone truly remain productive for eight continuous hours, especially after commutes, family duties, and life's daily stresses? Neuroscience reveals our brains function optimally in cycles of 90–120 minutes, after which we genuinely need breaks (Dinges, 1989). Yet, workplaces persist in measuring presence, not effectiveness.
Consider this:
Only about 3–4 hours per day are genuinely productive.
The remainder is spent on meetings, emails, and pretending to look busy.
Research confirms prolonged work hours lead to cognitive fatigue, reduced executive function, and impaired decision-making, especially for neurodivergent individuals who require flexible schedules for peak productivity (Antosz, Rembiasz, C Verhagen, 2020).
Yet despite this evidence, the performance theatre continues. Workers often feel pressured to stay late, answer emails after hours, and display continuous availability to appear committed. Such a presence-based system undervalues meaningful contributions and disproportionately penalises efficiency and genuine productivity.
The 5-day workweek: Outdated and ineffective
The classic 5-day workweek is an economic relic. Ford's model suited physical labour, strictly separating personal and professional lives. Today, with blurred boundaries and constant connectivity, this model is not just outdated; it's harmful.
Studies indicate chronic overworking physically alters our brain's structure, specifically impairing the prefrontal cortex and hippocampus, crucial for memory and decision-making (Tucker C Folkard, 2012). Even after taking leave, full cognitive recovery from burnout can take weeks, yet workers remain plugged in, checking emails and remaining accessible.
Additionally, the rigidity of the five-day schedule disregards the complexities of modern life. Family responsibilities, health issues, and personal development all demand flexibility, but the typical corporate structure remains unyielding. Consequently, workers experience chronic stress, diminishing overall well-being and productivity.
Remote Work Didn't Solve Anything, It Just Relocated the Problem. Remote work was supposed to free us. Instead, it created a new monster:
Constant availability, leading to a culture of guilt (Allen et al., 2013).
Erased boundaries between personal and professional life, heightening stress and burnout.
The expectation to remain perpetually connected blurs the line between work and home. Employees report higher anxiety and stress as they juggle professional tasks alongside domestic responsibilities. This continuous pressure to be online erodes mental health, defeating remote work’s original purpose.
Platform economies: The digital factory floor
Freelancing and the gig economy promised flexibility but delivered intense competition, forcing workers to remain perpetually "on."
Algorithms reward relentless productivity, penalising genuine rest.
Engagement metrics rather than real effectiveness drive work, increasing burnout risks (Kossek et al., 2016).
Gig workers constantly chase performance metrics to maintain visibility on digital platforms. This creates cycles of relentless productivity, where rest feels penalised, and continuous engagement is rewarded. Consequently, the gig economy inadvertently promotes overworking, exhaustion, and mental strain.
The true alternative: Output-based, not presence-based work
The solution lies not merely in remote work or a shorter week but in completely rethinking the model:
Measure work by outcomes, not hours.
Allow people autonomy to match work with their natural productivity cycles.
Schedule intentional breaks aligned with neuroscience principles.
This approach would create genuine flexibility, aligning human energy with output, and significantly reducing operational costs and burnout. Studies support outcome-based work models, showing higher productivity, improved well-being, and greater job satisfaction (Hill et al., 2008).
Why systemic change feels impossible, but isn’t
Each year, businesses set KPIs driven by short-term profit and survival strategies. This short-term mindset inhibits large-scale, structural reform. Temporary solutions like yoga sessions or lunchtime wellness talks mask the issue without addressing core problems. The result? Chronic stress and massive economic impacts.
Systemic change requires courage and collective commitment. Companies fear immediate financial setbacks, yet fail to recognise long-term benefits: reduced turnover, higher employee satisfaction, and substantial healthcare savings.
The cost of inaction
Workplace mental health issues cost England approximately £300 billion annually, nearly double the entire NHS budget (The Guardian, 2024). Globally, the World Health Organization cites depression and anxiety as causing $1 trillion in productivity losses annually (WHO, 2022).
Clearly, we're already paying the price for our dysfunctional systems. A full-scale systemic redesign isn't just idealistic; it's economically necessary.
Countries trialling four-day workweeks report sustained or improved productivity and greater employee well-being (Hill et al., 2008). It's a compelling case that systemic changes, though initially daunting, pay off substantially.
Practical steps to real systemic change
Conduct comprehensive gap analyses across industries to identify inefficiencies.
Develop cross-industry collaboration to share best practices.
Implement pilot programs for output-based evaluations, providing data to support broader reforms.
Encourage cultural shifts, valuing mental health and work-life integration over mere presence.
These measures offer practical pathways to sustainable change, transforming workplace culture into something genuinely beneficial and humane.
Closing thoughts: From presence to purpose
Real change isn't about superficial perks or short-lived flexibility. It's about fundamentally redefining how we value work. Companies that measure true impact rather than mere presence reduce operational costs, enhance talent acquisition, and boost employee satisfaction.
Individuals benefit through clear boundaries, real autonomy, and sustainable productivity. Are you ready for real change?
If you resonate with this and want to take meaningful steps towards restructuring your relationship with work, explore the 99-Day Rewire programme. It’s designed to dismantle old patterns, introduce purposeful practices, and help you thrive in a healthier, more sustainable work culture.
Let’s stop merely surviving. Let's rewire work together.
Read more from Ana Gioarsa
Ana Gioarsa, Independent Research & Advisory | Work, Mind & Future Systems
Ana is a researcher, consultant, and systems thinker investigating how work, neuroscience, and human behaviour intersect. With over a decade of experience leading complex projects, she now explores how autonomy and structure can coexist for sustainable high performance. Through 99-Day Rewire, Ana conducts real-time research on behavioural, cognitive, and biological shifts, examining how individuals and organisations can rethink work, creativity, and self-directed systems. She believes true transformation happens at the intersection of structure and autonomy, creativity and function, science and lived experience.
By blending research, consultancy, and writing, Ana challenges conventional work models, offering new ways to think about human potential and resilience in evolving work landscapes.
References:
Allen, T. D., Golden, T. D., C Shockley, K. M. (2013). How effective is telecommuting? Assessing the status of our scientific findings. Psychological Science in the Public Interest, 14(2), 40–68.
Antosz, P., Rembiasz, T., C Verhagen, H. (2020). Employee shirking and overworking: Modelling the unintended consequences of work organisation. Human Resource Management Journal, 30(2), 155–172.
Dinges, D. F. (1989). The nature of sleepiness: Causes, contexts, and consequences. In A. J. Stunkard C A. Baum (Eds.), Perspectives in behavioral medicine: Eating, sleeping, and sex (pp. 147–179). Lawrence Erlbaum Associates.
Ford, H. (1926). Today and tomorrow. Doubleday, Page C Company.
Hill, E. J., Erickson, J. J., Holmes, E. K., C Ferris, M. (2008). Workplace flexibility, work hours, and work-life balance: A review of workplace flexibility literature. Journal of Organizational Behavior, 2S(6), 759–777.
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Pareto, V. (1896). Cours d’économie politique. F. Rouge.
The Guardian. (2024). Mental illness costs England £300bn a year, study shows.
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