Boreout

Boreout is a management theory that posits that lack of work, boredom, and consequent lack of satisfaction are a common malaise affecting individuals working in modern organizations. This theory was first expounded in Diagnosis Boreout, a book by Peter Werder and Philippe Rothlin, two Swiss business consultants.

The theory of boreout

An absence of meaningful tasks, rather than stress, is the crucial problem for many workers according to Werder and Rothlin. Boreout consists of three elements: boredom, lack of challenge and disinterest.

Those suffering from boreout are ‘dissatisfied with their professional situation’. They are frustrated by being unable to either contribute to the development of the company or use their skills, knowledge and abilities, or get recognised for their efforts.

The authors posit that this phenomenon has been neglected by researchers and employers because of the social stigma associated with boreout and its effects. Indeed, stress has become an indicator of status in the workplace.

Evidence for boreout

Werder and Rothlin cite research into time wasting at work carried out by AOL and salary.com in 2005. The survey of 10,000 employees showed that the average worker frittered away 2.09 hours per eight hour day outside their break time on non-work related tasks. The principle reason for this was a lack of assigned tasks according to 33% of the subjects.

Coping strategies

The symptoms of boreout lead employees to adopt coping strategies or ‘boreout strategies’, these indicate the appearance of stress and activity, while cleverly avoiding any more boring work. ‘The boreout sufferer’s aim is to look busy, to not be given any new work by the boss and, certainly, not to lose the job.’

Boreout strategies include:

Stretch your work strategy: This involves drawing out tasks so they take much longer than necessary.

Pseudo-commitment strategy: The pretence of commitment to the job by attending work and sitting at the desk, sometimes after work hours.

Consequences of boreout for employees include dissatisfaction, fatigue as well as ennui and low self-esteem, while for the business itself there are the problems of an unnecessary financial burden, high levels of sick leave and low company loyalty.

The paradox of boreout is that despite hating the situation, employees feel unable to ask for more challenging tasks, to raise the situation with superiors or even look for a new job. Boreout is analogous to passive-aggressive behaviour in that the sufferer takes a passive approach to his predicament. The authors do however propose a solution: firstly one must analyse one’s personal job situation, then look for a solution within the company and finally if that doesn’t help, look for a new job.

The origins of boreout

There are several reasons boreout might occur. In terms of group processes, it may well be that the boss or certain forceful or ambitious individuals with the team take all the interesting work leaving only a little of the most boring tasks for the others. Alternatively, the structure of the organisation may simply promote this inefficiency. Of course, few employees want to be fired, and are unlikely to call attention to the dispensable nature of their role.

See also

• Boredom
• Burnout (psychology)
• Group dynamics
• Organization
• Social alienation
• Stress

External links

• Wasted Time At Work Costing Companies Billions Salary.com
• Forget burnout, boreout is the new office disease The Times
• Boreout: the big lie about office overwork The Times
• Diagnosis Boreout Book website
• David Bolchover's website] includes articles on Boreout

Further reading

Diagnosis Boreout – How a lack of challenge at work can make you ill. Peter Werder and Philippe Rothlin, Redline Wirtschaft (Germany), March 2007.
The Living Dead: Switched Off, Zoned Out - The Shocking Truth About Office Life. David Bolchover, Capstone, September 2005.