Kaizen To Karōshi – Burnout in agile teams...
summary
Links Kaizen to Karōshi with concrete cases: Japan’s Aokigahara suicide forest (official counts stop ~2011 at ~200 and rising), a 22‑year‑old at Goldman Sachs doing 100‑hour weeks, and a designer whose posture caused collapsed vertebrae. Defines burnout stages via Freudenberger/Maslach—exhaustion, cynicism, inefficacy—and points to the Maslach Burnout Inventory (paid test) and quick team diagnostics: role chartering and Herculean‑donut/Indigo Blue cards. Recommends fixing organizational mismatches, enforcing sustainable pace, managing energy not time, and using quiet‑time/contact filters and coaching walks.
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chapters (10)
- 0:00Introduction and speaker background
- 1:10Burnout in Japan and global examples
- 6:08What is burnout and its stages
- 15:44Primary causes of burnout
- 17:50Agile roles and burnout risk
- 22:03Pressure in agile vs waterfall
- 25:13Fixing the organization not the person
- 30:14Role clarity and team dynamics
- 34:04Managing energy over time
- 40:46Summary and closing thoughts
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