Regardless of methodology, style or tools that are used, there is always burnout.
If there is Kanban, some people will always break WIP limits, adding pressure to themselves, or the wider team. This could be individual contributors, or leaders external to the team who want to reprioritise independently.
Scrum can bring it’s own stresses too. These aren’t necessarily problems with the idea of the methodology, but the way it’s implemented, if individuals within teams, or teams within larger teams aren’t aligned.
Chris’s organisations processes sound an excellent way forward. My question is, how comfortable are people in raising their concerns with their organisations, so they can be addresses?
And how frequently does this happen, so that problems are addressed rapidly?
This might be easier in smaller businesses, where you can create your own change, without upsetting the apple cart.
Equally, larger orgs might have the processes in place already to handle this, but just operate more slowly, due to their sheer size.
Individuals might fear that they cannot make change in such an organisation, even at a granular level.
For me, it’s about creating an environment where people can say no, where they can say they aren’t enjoying the workload, and that they aren’t feeling good.
Burnout, for I have lived this, is both physical and mental. And quite often it will also be a problem that is external to your organisation that you can’t control or manage such as.
The mental or physical health of a team member
Some challenging life event, such as a birth, bereavement or other personal matter.
The question is how does the organisation respond to such things? Do they let go of that person, and wash their hands of their part in the problem? Or do they adapt to the needs of that individual, so their place in the team isn’t jeopardised, and their skills and thinking are retained.