[{"data":1,"prerenderedAt":1581},["ShallowReactive",2],{"post-uid-taking-care-of-your-teams-health-the-solutions-en-en-eu":3,"blog-latest-en-eu":284,"blog-latest-posts-en-eu":331},{"id":4,"uid":5,"url":6,"type":7,"href":8,"tags":9,"first_publication_date":10,"last_publication_date":10,"slugs":11,"linked_documents":13,"lang":14,"alternate_languages":15,"data":20},"adZtdBIAACkA8Imh","taking-care-of-your-teams-health-the-solutions",null,"post","https://ozconsulting.cdn.prismic.io/api/v2/documents/search?ref=adZzMBIAACwA8JMx&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22adZtdBIAACkA8Imh%22%29+%5D%5D",[],"2026-04-08T15:24:32+0000",[12],"2025-04-22t1517000000",[],"en-eu",[16],{"id":17,"type":7,"lang":18,"uid":19},"adUlihIAAC0A7mwo","fr-be","prendre-soin-de-la-sante-de-votre-equipe--les-solutions",{"publication_date":21,"title":22,"excerpt":23,"thumbnail":24,"header_image":34,"featured":41,"category":42,"footer_button_links":50,"slices":52,"meta_title":22,"meta_description":61,"meta_image":283},"2025-04-22T15:17:00+0000","Taking Care of Your Team’s Health: The Solutions",[],{"dimensions":25,"alt":6,"copyright":6,"url":28,"id":29,"edit":30},{"width":26,"height":27},7990,5332,"https://images.prismic.io/ozconsulting/abhUTrbci2UF6Elz_nature-landscape-with-hand-holding-frame-2.jpg?auto=format,compress","abhUTrbci2UF6Elz",{"x":31,"y":31,"zoom":32,"background":33},0,1,"transparent",{"dimensions":35,"alt":6,"copyright":6,"url":38,"id":39,"edit":40},{"width":36,"height":37},1936,1290,"https://images.prismic.io/ozconsulting/adUqRZGXnQHGZVMY_Cr%C3%A9ezdes%C3%A9quipesenbonnesant%C3%A9.png?auto=format,compress","adUqRZGXnQHGZVMY",{"x":31,"y":31,"zoom":32,"background":33},false,{"id":43,"type":44,"tags":45,"lang":14,"slug":46,"first_publication_date":47,"last_publication_date":47,"uid":46,"link_type":48,"key":49,"isBroken":41},"adUdpxIAACkA7luo","category",[],"teams","2026-04-07T15:07:51+0000","Document","ca58138b-763b-4f3e-8fa3-8003ff06f72d",[51],{"label":6,"url":6,"icon":6},[53,66,74,82,90,116,145,185,223,239,263,276],{"variation":54,"version":55,"items":56,"primary":57,"id":64,"slice_type":65,"slice_label":6},"default","initial",[],{"anchor":6,"content":58},[59],{"type":60,"text":61,"spans":62,"direction":63},"paragraph","What if the answer were not to do more, but to step back so you can act more effectively? A team’s health is not a matter of comfort. It is a driver of cooperation, decision-making, and sustainable performance.",[],"ltr","rich_text$3e4f09f0-0ea6-4913-be93-d2fe7577f01a","rich_text",{"variation":54,"version":55,"items":67,"primary":68,"id":73,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":69},[70],{"type":60,"text":71,"spans":72,"direction":63},"In many organizations, pressure has become normal. Urgencies keep piling up, calendars fill up, trade-offs have to be made quickly, and teams are expected to deliver more and more, often with the same resources. So people keep moving forward. They hold on. They respond. They produce. But at what cost?",[],"rich_text$01da053a-394d-451d-b4ac-a7436da1e27e",{"variation":54,"version":55,"items":75,"primary":76,"id":81,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":77},[78],{"type":60,"text":79,"spans":80,"direction":63},"Because a team can appear to keep functioning while gradually losing what makes it truly strong: energy, clarity, trust, the quality of relationships, the ability to speak openly, and the ability to think together. Signs of strain do not always take the form of an open crisis. They often appear more subtly: underlying tensions, recurring irritation, unclear priorities, lower engagement, unproductive meetings, slower decisions, innovation losing momentum, and cooperation becoming more costly.",[],"rich_text$c3405e9b-2c9e-4c3e-817e-9a8ec02101c7",{"variation":54,"version":55,"items":83,"primary":84,"id":89,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":85},[86],{"type":60,"text":87,"spans":88,"direction":63},"In other words, a team’s health cannot be measured only by its atmosphere. It can be seen in the way it makes decisions, navigates disagreements, assumes its interdependencies, regulates tensions, and stays mobilized over time.",[],"rich_text$b7fb1c99-0bdc-41a4-99de-268bfa0a885c",{"variation":54,"version":55,"items":91,"primary":92,"id":115,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":93},[94,100,103,106,109,112],{"type":60,"text":95,"spans":96,"direction":63},"Team health is a matter of governance, decision-making, and performance",[97],{"start":31,"end":98,"type":99},71,"strong",{"type":60,"text":101,"spans":102,"direction":63},"This is often where the misunderstanding lies. Team health is sometimes treated as a secondary, relational, almost “comfort-related” issue, separate from the real business challenges. In reality, it directly affects execution capacity. When cooperation weakens, trade-offs become more difficult, interfaces start to creak, responsibilities become blurred, and performance ends up costing more than it delivers.",[],{"type":60,"text":104,"spans":105,"direction":63},"A healthy team is not a perfect team. It is a team that is able to say what matters, clarify what is holding it back, adjust what no longer works, and keep moving forward without burning out. It is a team that can go through demanding periods without turning pressure into a permanent way of operating.",[],{"type":60,"text":107,"spans":108,"direction":63},"The core idea is simple, but decisive:\nwithin a team, it is not enough to notice fatigue. You have to work on the gaps.",[],{"type":60,"text":110,"spans":111,"direction":63},"The gaps between what is being asked and what is actually possible.\nThe gaps between stated responsibilities and lived responsibilities.\nThe gaps between the cooperation that is desired and the ways of working that actually exist.\nThe gaps between stated values and day-to-day behaviors.",[],{"type":60,"text":113,"spans":114,"direction":63},"It is within these gaps that trust, the quality of dialogue, the clarity of decisions, and ultimately the collective’s ability to endure over time are shaped.",[],"rich_text$f2c238b4-3235-4a8c-bb37-b1d700b29f94",{"variation":54,"version":55,"items":117,"primary":118,"id":144,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":119},[120,125,128,131,135,138,141],{"type":60,"text":121,"spans":122,"direction":63},"Taking care of a team’s health does not mean “doing one more workshop”",[123],{"start":31,"end":124,"type":99},70,{"type":60,"text":126,"spans":127,"direction":63},"Taking care of a team’s health is not about artificially smoothing over differences, avoiding tensions, or organizing a pleasant break with no impact on reality. On the contrary, it means looking at work as it is actually experienced, naming what is wearing people down, identifying what is already supporting the collective dynamic, and transforming what needs to change.",[],{"type":60,"text":129,"spans":130,"direction":63},"In practical terms, this often means clarifying three things:",[],{"type":132,"text":133,"spans":134,"direction":63},"list-item","what needs to be regulated quickly to secure the work;",[],{"type":132,"text":136,"spans":137,"direction":63},"what deserves to be preserved because it is already working well;",[],{"type":132,"text":139,"spans":140,"direction":63},"what needs to be transformed to make cooperation smoother, more mature, and more sustainable.",[],{"type":60,"text":142,"spans":143,"direction":63},"This work is anything but cosmetic. It affects the team’s daily reality: its meetings, trade-offs, role distribution, information flow, the quality of feedback, how disagreements are handled, recognition, pace, meaning, and the way each person finds their right place within the collective.",[],"rich_text$2f23fd16-b767-497a-9a55-f2c4d959121e",{"variation":54,"version":55,"items":146,"primary":147,"id":184,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":148},[149,154,157,160,163,166,169,172,175,178,181],{"type":60,"text":150,"spans":151,"direction":63},"What this work helps secure",[152],{"start":31,"end":153,"type":99},27,{"type":60,"text":155,"spans":156,"direction":63},"When team health is taken seriously, it does not slow action down. On the contrary, it strengthens the ability to act together.",[],{"type":60,"text":158,"spans":159,"direction":63},"In practical terms, it helps to:",[],{"type":132,"text":161,"spans":162,"direction":63},"restore clarity where expectations have become blurred;",[],{"type":132,"text":164,"spans":165,"direction":63},"name tensions before they harden;",[],{"type":132,"text":167,"spans":168,"direction":63},"support managers and team members who are most exposed;",[],{"type":132,"text":170,"spans":171,"direction":63},"strengthen the quality of exchanges and cooperation;",[],{"type":132,"text":173,"spans":174,"direction":63},"develop stronger anticipation capabilities in the face of complex challenges;",[],{"type":132,"text":176,"spans":177,"direction":63},"recreate the conditions for innovation that is more realistic, more collective, and more useful;",[],{"type":132,"text":179,"spans":180,"direction":63},"protect performance without letting people become its hidden cost.",[],{"type":60,"text":182,"spans":183,"direction":63},"In other words: protect results without letting wear and tear become the price paid for collective functioning.",[],"rich_text$52345635-25ee-4fc4-a293-9cf40c1fe9c1",{"variation":54,"version":55,"items":186,"primary":187,"id":222,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":188},[189,194,197,200,206,212,217],{"type":60,"text":190,"spans":191,"direction":63},"How OZ Consulting can help",[192],{"start":31,"end":193,"type":99},26,{"type":60,"text":195,"spans":196,"direction":63},"This is exactly where my support with OZ Consulting Luxembourg comes in. My work is to help teams better understand their dynamics, ways of functioning, tensions, and resources, in order to strengthen their collective intelligence, their ability to cooperate, and their performance over time. My approach is tailor-made, flexible, and always adapted to the reality of the situation.",[],{"type":60,"text":198,"spans":199,"direction":63},"Depending on the moment, the level of tension, and your team’s maturity, the support can take several forms.",[],{"type":60,"text":201,"spans":202,"direction":63},"A targeted check-up, to take the pulse of the team, quickly identify sensitive areas, and detect signs of strain, unspoken issues, unclear ways of working, or fragile cooperation.",[203],{"start":204,"end":205,"type":99},2,19,{"type":60,"text":207,"spans":208,"direction":63},"One or several targeted workshops, from 2 hours to half a day, to work on a specific issue related to the team’s dynamics or structure: alignment on purpose and objectives, clarification of roles and interdependencies, governance, team dynamics, communication, impact, or the mobilization of individual strengths. Repeated over time, these formats train the team to better anticipate, cooperate, and innovate together.",[209],{"start":210,"end":211,"type":99},15,33,{"type":60,"text":213,"spans":214,"direction":63},"Team coaching, to support long-term dynamics, improve collective intelligence, strengthen the quality of interactions, and evolve the way the team communicates, collaborates, decides, and acts in the face of complexity. It is a powerful lever for rebuilding meaning, alignment, agility, and a healthy, productive, and sustainable work culture.",[215],{"start":31,"end":216,"type":99},13,{"type":60,"text":218,"spans":219,"direction":63},"The “Healthy Teams” program, which I created to provide a framework that is both structured and dynamic: 5 half-days over 6 months to step back, better understand what is happening within the team, turn insights into concrete decisions, and embed new ways of cooperating over time. This program helps teams cooperate better, anticipate better, and innovate together, while remaining deeply rooted in your reality, your constraints, your culture, and your situation.",[220],{"start":221,"end":153,"type":99},4,"rich_text$1bb1c08d-b36d-47a4-aabe-9133912fb4df",{"variation":54,"version":55,"items":224,"primary":225,"id":238,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":226},[227,232,235],{"type":60,"text":228,"spans":229,"direction":63},"The expected outcome is clear",[230],{"start":31,"end":231,"type":99},29,{"type":60,"text":233,"spans":234,"direction":63},"The goal is not simply to have a team that is “doing better.” It is to have a team that is more clear-sighted, more resilient, more consistent, and more able to act together.",[],{"type":60,"text":236,"spans":237,"direction":63},"A team that understands itself better.\nA team that speaks more clearly.\nA team that regains the space to think.\nA team that regulates early what could otherwise block it later.\nA team that develops more mature cooperation.\nA team that strengthens its ability to anticipate.\nA team that innovates not because it is told to, but because it once again has the conditions to do so.",[],"rich_text$b1994aee-545b-475f-9197-b2b5c5835a84",{"variation":54,"version":55,"items":240,"primary":241,"id":262,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":242},[243,247,250,253,256,259],{"type":60,"text":244,"spans":245,"direction":63},"A simple conclusion",[246],{"start":31,"end":205,"type":99},{"type":60,"text":248,"spans":249,"direction":63},"So the real question is not only:\n“Is my team still holding up?”",[],{"type":60,"text":251,"spans":252,"direction":63},"It is also:",[],{"type":60,"text":254,"spans":255,"direction":63},"“Is my team currently healthy, clear, and resilient enough to cooperate sustainably, make sound decisions, and face what lies ahead together?”",[],{"type":60,"text":257,"spans":258,"direction":63},"This is often a question that should be addressed before a crisis. Not when tensions are already firmly in place. Not when fatigue has become normal. Not when silent disengagement has already started to become costly.",[],{"type":60,"text":260,"spans":261,"direction":63},"Do you feel that your team is still moving forward, but at the cost of growing wear and tear? Are you noticing underlying tensions, areas of uncertainty, more fragile cooperation, or a loss of collective momentum?",[],"rich_text$898268fc-6e10-4119-af38-1240e056f854",{"variation":54,"version":55,"items":264,"primary":265,"id":275,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":266},[267,272],{"type":60,"text":268,"spans":269,"direction":63},"Contact me.",[270],{"start":31,"end":271,"type":99},11,{"type":60,"text":273,"spans":274,"direction":63},"With OZ Consulting Luxembourg, I help you build tailor-made support — check-up, workshop, team coaching, or the “Healthy Teams” program — so your team can cooperate better, anticipate more effectively, and innovate together over time. Let’s talk about your reality and design a solution that is useful, effective, and deeply adapted to your 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Culture to Drive Successful Transformations",[345],{"type":60,"text":343,"spans":346,"direction":63},[],{"dimensions":348,"alt":6,"copyright":6,"url":351,"id":352,"edit":353},{"width":349,"height":350},5302,3535,"https://images.prismic.io/ozconsulting/aS2j9nNYClf9npDN_jocund-pinup-girl-posing-red-checkered-shirt-amazed-woman-taking-selfie-with-kissing-face-expression.jpg?auto=format,compress","aS2j9nNYClf9npDN",{"x":31,"y":31,"zoom":32,"background":33},{"dimensions":355,"alt":6,"copyright":6,"url":351,"id":352,"edit":356},{"width":349,"height":350},{"x":31,"y":31,"zoom":32,"background":33},{"id":358,"type":44,"tags":359,"lang":14,"slug":360,"first_publication_date":361,"last_publication_date":362,"uid":360,"link_type":48,"key":363,"isBroken":41},"aS1urBIAACgA3IIG",[],"culture","2025-12-01T10:32:45+0000","2025-12-01T13:52:12+0000","2aa8443f-9c7c-4c9f-a4f0-44e4578ff006",[],[366,374,397,408,424,440,452,493,504,540,551,580,710,723,742,763,774,796],{"variation":54,"version":55,"items":367,"primary":368,"id":373,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":369},[370],{"type":60,"text":371,"spans":372,"direction":63},"I explore the topic of culture with a clear intention: to show why culture is not an HR accessory but the underlying architecture that determines whether transformations succeed or fail.\nI’m launching this series of articles because I see, again and again, how culture is simplified—or even ignored—in organisational transformation projects.",[],"rich_text$e99e9e26-092d-45de-b85d-468240f047d7",{"variation":54,"version":55,"items":375,"primary":376,"id":396,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":377},[378,384,387,390,393],{"type":379,"text":380,"spans":381,"direction":63},"heading3","Introduction – Culture begins with the Other",[382],{"start":31,"end":383,"type":99},44,{"type":60,"text":385,"spans":386,"direction":63},"Before talking about organisations, mergers, or transformation projects, it’s worth taking a step back.",[],{"type":60,"text":388,"spans":389,"direction":63},"Every culture—whether societal or organisational—first takes shape in our relationship with the Other. Not “the other” as a simple difference or identity, but the Other as a space of gap, encounter, and possibility. This nuance makes all the difference when applied to organisations.",[],{"type":60,"text":391,"spans":392,"direction":63},"I draw on the work of philosophers and sociologists such as S. Hall, C. Geertz and M. de Certeau: culture is never a fixed identity nor a set of roots that remain unchanged. It is a living field of resources, practices, and meanings—one that only comes alive when it meets something else, when it is set into motion through encounter.",[],{"type":60,"text":394,"spans":395,"direction":63},"“Man is an animal suspended in webs of significance he himself has spun,” wrote Clifford Geertz. These webs are constantly shifting, co-created through human activity. We rely on them, but we also reshape them continuously.",[],"rich_text$a2d25166-1f10-4146-b7e7-aeb33af91183",{"variation":54,"version":55,"items":398,"primary":399,"id":406,"slice_type":407,"slice_label":6},[],{"image":400},{"dimensions":401,"alt":6,"copyright":6,"url":403,"id":404,"edit":405},{"width":402,"height":402},3200,"https://images.prismic.io/ozconsulting/aS2lkHNYClf9npF2_woman-with-sunglasses-word-oh-really-blue-background.jpg?auto=format,compress","aS2lkHNYClf9npF2",{"x":31,"y":31,"zoom":32,"background":33},"single_image$c39118a8-d06e-491c-bce5-8712f4fdc0f6","single_image",{"variation":54,"version":55,"items":409,"primary":410,"id":423,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":411},[412,417,420],{"type":379,"text":413,"spans":414,"direction":63},"Culture is alive, moving—never fixed",[415],{"start":31,"end":416,"type":99},36,{"type":60,"text":418,"spans":419,"direction":63},"Thinking of culture as an identity is a dead end. Culture is never static: it transforms, adapts, renews itself. Imagining a single, fixed “cultural identity”—in Europe or elsewhere—leads to dangerous simplifications.",[],{"type":60,"text":421,"spans":422,"direction":63},"It is far more fruitful to see culture as a set of living, evolving resources. There is indeed a foundation we can rely on, but it is always in movement. This is why it is inaccurate to treat culture as something fixed or immutable within organisations.",[],"rich_text$0d98918f-d8fe-4598-be6c-259506a5594f",{"variation":54,"version":55,"items":425,"primary":426,"id":439,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":427},[428,433,436],{"type":379,"text":429,"spans":430,"direction":63},"Why “Difference” Falls Short",[431],{"start":31,"end":432,"type":99},28,{"type":60,"text":434,"spans":435,"direction":63},"If we analyse culture only through the lens of difference, we create oppositions: us vs. them, our way vs. theirs. Difference creates distance and blocks cooperation.",[],{"type":60,"text":437,"spans":438,"direction":63},"Seeing culture as a dynamic process, by contrast, allows us to co-create rather than compare or oppose.",[],"rich_text$f1d8024e-4ce7-4ef1-9c70-885cdf48c6e3",{"variation":54,"version":55,"items":441,"primary":442,"id":451,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":443},[444,448],{"type":379,"text":445,"spans":446,"direction":63},"The Trap of “Roots”",[447],{"start":31,"end":205,"type":99},{"type":60,"text":449,"spans":450,"direction":63},"The metaphor of roots freezes culture in a defensive, identity-based logic. What no longer moves begins to wither. A living culture is one that transforms, expands, and opens itself.",[],"rich_text$a96917ee-6abf-4457-84f6-245f6b62e3f9",{"variation":54,"version":55,"items":453,"primary":454,"id":492,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":455},[456,461,474,477,483,486,489],{"type":379,"text":457,"spans":458,"direction":63},"The “Gap”: Another Way to Think About Culture",[459],{"start":31,"end":460,"type":99},45,{"type":60,"text":462,"spans":463,"direction":63},"I draw inspiration from François Jullien, a philosopher I had the chance to meet at the Solvay Brussels School of Management. His invitation is to move away from the logic of difference and toward the logic of the gap: a space between two worlds that doesn’t separate but instead opens. It is in this “in-between” — in the tension, the encounter, the circulation — that something shared can emerge and take shape.",[464,468,471],{"start":465,"end":466,"type":467},175,185,"em",{"start":469,"end":470,"type":467},214,217,{"start":472,"end":473,"type":467},380,386,{"type":60,"text":475,"spans":476,"direction":63},"Rather than freezing corporate cultures into opposing blocks, it is often more fruitful to observe the gaps between them — those small shifts that reveal how each one operates, without judgment. Take, for example, an organisation that is very process-driven and another that is strongly client-oriented: from afar, one might oppose rigidity and flexibility.",[],{"type":60,"text":478,"spans":479,"direction":63},"But if we look at the gap, we can see that, in the first case, the process serves as a support to ensure quality, while in the second, the relationship with the client becomes the neutral base from which everything else can adapt.",[480],{"start":481,"end":482,"type":467},22,25,{"type":60,"text":484,"spans":485,"direction":63},"The same applies to an “engineering-first” culture versus a “sales-first” culture: the point is not to oppose technical rigour and commercial dynamism, but to notice that one builds value through robustness, while the other builds it through traction and rapid learning.",[],{"type":60,"text":487,"spans":488,"direction":63},"Observing these gaps opens a space for mutual understanding and adjustment, far richer than simplistic oppositions.",[],{"type":60,"text":490,"spans":491,"direction":63},"The gap does not confine anyone; it opens a space to discover the other — and, at the same time, to better understand oneself.",[],"rich_text$651cd879-e73f-4feb-8cb6-ef7a9a63eb55",{"variation":54,"version":55,"items":494,"primary":495,"id":503,"slice_type":407,"slice_label":6},[],{"image":496},{"dimensions":497,"alt":6,"copyright":6,"url":500,"id":501,"edit":502},{"width":498,"height":499},2362,2777,"https://images.prismic.io/ozconsulting/aS7IxHNYClf9nsHo_culture.jpg?auto=format,compress","aS7IxHNYClf9nsHo",{"x":31,"y":31,"zoom":32,"background":33},"single_image$07826af4-6d8a-4c91-b44c-a78e947c2041",{"variation":54,"version":55,"items":505,"primary":506,"id":539,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":507},[508,513,525,530,533,536],{"type":379,"text":509,"spans":510,"direction":63},"Encounter, Dialogue, and the Creation of the Common",[511],{"start":31,"end":512,"type":99},51,{"type":60,"text":514,"spans":515,"direction":63},"What is common does not exist from the start: it is built through encounter and dialogue. Greek democracy was born this way — from one discourse confronted with another. It is not one against the other, but one with the other, in a space that allows for adjustment and understanding.",[516,519,522],{"start":517,"end":518,"type":467},8,14,{"start":520,"end":521,"type":467},184,191,{"start":523,"end":524,"type":467},211,215,{"type":60,"text":526,"spans":527,"direction":63},"The gap is the distance that enables us to see the other without absorbing them into our own frames. It is in this “in-between” that genuine dialogue can emerge.",[528],{"start":221,"end":529,"type":467},7,{"type":60,"text":531,"spans":532,"direction":63},"In dialogue, it is far more fruitful to see cultures as resources that add to and enrich one another, rather than as values that oppose each other.",[],{"type":60,"text":534,"spans":535,"direction":63},"It is no longer about defending a position or imposing a norm, but about expanding the field of possibilities. Thinking in terms of resources opens the space: each perspective becomes a useful contribution — an addition rather than an obstacle to work around.",[],{"type":60,"text":537,"spans":538,"direction":63},"This shift creates a dialogue that is more alive, more creative, and ultimately more mature — a dialogue that helps us grow rather than divide.",[],"rich_text$795bf947-4c04-47bf-9c33-c8709b4af858",{"variation":54,"version":55,"items":541,"primary":542,"id":550,"slice_type":407,"slice_label":6},[],{"image":543},{"dimensions":544,"alt":6,"copyright":6,"url":547,"id":548,"edit":549},{"width":545,"height":546},2496,1572,"https://images.prismic.io/ozconsulting/aS7Ix3NYClf9nsHr_adh%C3%A9rer.jpg?auto=format,compress","aS7Ix3NYClf9nsHr",{"x":31,"y":31,"zoom":32,"background":33},"single_image$a327e1f7-ea77-476a-ae95-e56dd78005bd",{"variation":54,"version":55,"items":552,"primary":553,"id":579,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":554},[555,559,562,565,571,574],{"type":379,"text":556,"spans":557,"direction":63},"A Concrete Example in an M&A Context",[558],{"start":31,"end":416,"type":99},{"type":60,"text":560,"spans":561,"direction":63},"I recently spoke with an HR director involved in several acquisition deals. He explained that, in some cases, the goal was not to “integrate” the acquired company’s culture. The focus, he said, was simply to take over the activity, and employees would “adapt to our model.”",[],{"type":60,"text":563,"spans":564,"direction":63},"But this viewpoint exposes its own limits: even when we believe we are not integrating the other culture, it inevitably enters the system. People never arrive alone—they bring habits, ways of deciding, communicating, collaborating, solving problems. They bring cultural resources, whether we like it or not.",[],{"type":60,"text":566,"spans":567,"direction":63},"Even in a logic of cultural imposition, the encounter still happens. And as soon as two groups need to work together, one essential question arises: How do we work together?\nWe can refuse to open the conversation, but we cannot prevent the other culture from appearing in daily practices.",[568],{"start":569,"end":570,"type":467},149,173,{"type":60,"text":572,"spans":573,"direction":63},"This is why listening, dialogue, and clarification are essential—not to “merge” two cultures, but to make co-action possible.",[],{"type":60,"text":575,"spans":576,"direction":63},"Culture does not disappear by decree. It transforms, circulates, confronts, and adjusts. And the sooner an organisation accepts this reality, the smoother and more constructive the integration becomes—even when it aims to preserve a dominant culture.",[577],{"start":31,"end":578,"type":99},87,"rich_text$dfba699d-5635-4d76-8924-c2bba2887292",{"variation":54,"version":55,"items":581,"primary":582,"id":709,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":583},[584,590,595,600,606,611,616,621,627,633,638,643,650,654,660,667,674,680,696,701,704],{"type":379,"text":585,"spans":586,"direction":63},"When culture evolves: case study",[587,589],{"start":31,"end":588,"type":467},32,{"start":31,"end":588,"type":99},{"type":60,"text":591,"spans":592,"direction":63},"To understand how the gap allows us to think of culture as something other than an opposition, let's take a concrete case of the transformation of a company that needs to equip itself with more formalism and a framework in order to grow and take on a more European dimension.",[593],{"start":31,"end":594,"type":467},275,{"type":60,"text":596,"spans":597,"direction":63},"The Culture Transformation Project begins with one simple question:",[598],{"start":31,"end":599,"type":467},67,{"type":132,"text":601,"spans":602,"direction":63},"What are the strengths and habits that must be preserved?",[603,605],{"start":31,"end":604,"type":467},57,{"start":31,"end":604,"type":99},{"type":60,"text":607,"spans":608,"direction":63},"The goal is not to erase the old, but to identify what constitutes the useful DNA — the resources that we can rely on to evolve.",[609],{"start":31,"end":610,"type":467},128,{"type":60,"text":612,"spans":613,"direction":63},"This company has a very strong initial culture, very autonomous, very collaborative. For ten years, this DNA has created an exceptional cohesion: open feedback, initiative, high trust, high agility – exactly the strengths that employees list first in the \"cultural heritage\" part of the questionnaire. This culture works very well... as long as the environment remains stable and the company remains \"small\".",[614],{"start":31,"end":615,"type":467},408,{"type":60,"text":617,"spans":618,"direction":63},"Then the organization grew, opened up to multi-sites, welcomed a new CEO, and became more and more integrated into a larger group. New needs are emerging: more clarity in roles, more coordination, common tools, more explicit governance, increased permeability between entities. In other words: the environment is changing and calling for a new cultural layer.",[619],{"start":31,"end":620,"type":467},359,{"type":60,"text":622,"spans":623,"direction":63},"This movement does not deny the old DNA: it complements it.",[624,626],{"start":31,"end":625,"type":467},59,{"start":31,"end":625,"type":99},{"type":628,"text":629,"spans":630,"direction":63},"o-list-item","It's not \"before we were autonomous, now we have to be aligned\".",[631],{"start":31,"end":632,"type":467},64,{"type":628,"text":634,"spans":635,"direction":63},"It is not \"we are losing our singularity\".",[636],{"start":31,"end":637,"type":467},42,{"type":628,"text":639,"spans":640,"direction":63},"It is: \"we keep the relevant autonomy, but we add coordination to avoid blind spots and frustrations\".",[641],{"start":31,"end":642,"type":467},102,{"type":60,"text":644,"spans":645,"direction":63},"In interviews, this is very clear: the teams say they want to preserve collaboration, feedback, relational maturity, etc. But they also recognize the limits of a model that has become too autonomous, sometimes isolated, impermeable, cut off from certain information flows. They warn: \"our strength becomes counterproductive if we do not adjust it to the new context\".",[646,648],{"start":31,"end":647,"type":467},367,{"start":649,"end":647,"type":99},273,{"type":60,"text":651,"spans":652,"direction":63},"The gap is precisely there:",[653],{"start":31,"end":153,"type":467},{"type":628,"text":655,"spans":656,"direction":63},"between a past culture that was essential,",[657,658],{"start":31,"end":637,"type":467},{"start":31,"end":659,"type":99},41,{"type":628,"text":661,"spans":662,"direction":63},"and a culture that must integrate other resources to respond to new challenges.",[663,665],{"start":31,"end":664,"type":467},79,{"start":31,"end":666,"type":99},78,{"type":60,"text":668,"spans":669,"direction":63},"It is therefore not an opposition between \"old\" and \"new\", but a work of superimposition: a culture that keeps its heart, but that changes in thickness. The company adds layers — more structure, more permeability, more multi-site consistency — while maintaining the spirit that made it successful.",[670,671],{"start":31,"end":210,"type":467},{"start":672,"end":673,"type":99},73,88,{"type":60,"text":675,"spans":676,"direction":63},"In this space of distance, one thing becomes possible: to reinvent oneself without denying oneself. We are not \"correcting\" the old model: we are expanding it. We do not \"replace\" a cultural identity: we make it more capable of accommodating complexity.",[677],{"start":678,"end":679,"type":99},55,98,{"type":60,"text":681,"spans":682,"direction":63},"This transformation process must be monitored with a compass: \n- identify what must remain (strengths, lived values, practices that work),- identify what must evolve (areas of tension, market needs, expectations of the new leadership),- create a common future that is neither a copy of the past nor the projection of an imposed culture, but a living assembly of complementary resources.",[683,685,688,691,694],{"start":31,"end":684,"type":99},62,{"start":686,"end":687,"type":467},65,90,{"start":689,"end":690,"type":467},140,165,{"start":692,"end":693,"type":467},237,259,{"start":695,"end":473,"type":99},343,{"type":60,"text":697,"spans":698,"direction":63},"The HR Director closes with this metaphor: \"the culture of our company is like a garden to be cultivated: you have to sow, water, adjust the internal environment to see the growth and flowering\". ",[699],{"start":383,"end":700,"type":99},194,{"type":60,"text":702,"spans":703,"direction":63},"This case study illustrates the desire to co-create a new unit by dealing with a balanced mix between past and future, to support competitiveness, innovation and collective commitment.",[],{"type":60,"text":705,"spans":706,"direction":63},"This example clearly shows the power of the notion of gap: it is not a question of choosing between two cultures, but of inhabiting the space between them in order to create something else — something that did not yet exist, and that can only emerge in the encounter.",[707],{"start":31,"end":708,"type":99},267,"rich_text$bfc5f98d-cd92-420c-b3d6-afd251b50574",{"variation":54,"version":55,"items":711,"primary":712,"id":722,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":713},[714,719],{"type":379,"text":715,"spans":716,"direction":63},"Evolving together: embracing movement",[717],{"start":31,"end":718,"type":99},37,{"type":60,"text":720,"spans":721,"direction":63},"Seeing culture as a living process helps us move beyond confrontation. Cultural richness emerges from the ability to evolve together, to turn the gap into a space of creation, and to build something shared without denying differences.",[],"rich_text$cb556256-f34b-47b9-9e10-f425f102e8db",{"variation":54,"version":55,"items":724,"primary":725,"id":741,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":726},[727,732,735,738],{"type":379,"text":728,"spans":729,"direction":63},"A personal dimension: letting the encounter transform us",[730],{"start":31,"end":731,"type":99},56,{"type":60,"text":733,"spans":734,"direction":63},"On a more personal level, encounter is just as essential.\nMeeting someone unsettles us—it cracks open the “self,” challenges certainties, reveals vulnerabilities. The risk is always assimilation: reducing the other to what we already know. True encounter, however, allows something genuinely new to emerge in the space between us.",[],{"type":60,"text":736,"spans":737,"direction":63},"Sociology adds another layer. The way we feel, express ourselves, decide, or react to others is deeply shaped by the culture in which we grew up. Every culture transmits “prototypes of feeling” (R. Benedict) and implicit behavioural norms. We need a sideways step to see the patterns that shape us.",[],{"type":60,"text":739,"spans":740,"direction":63},"Culture is never only “outside.” It is in our relationships, emotions, automatisms, blind spots—and in the way we meet the Other.",[],"rich_text$60b496a6-4059-4957-b987-358a7906f6d7",{"variation":54,"version":55,"items":743,"primary":744,"id":762,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":745},[746,750,756,759],{"type":379,"text":747,"spans":748,"direction":63},"A crucial issue for organisations",[749],{"start":31,"end":211,"type":99},{"type":60,"text":751,"spans":752,"direction":63},"Seeking a single identity or opposing two cultures creates tensions and resistance.\nWorking with the gap—the zones of encounter and transformation—makes integration easier and allows new dynamics to emerge.",[753],{"start":754,"end":755,"type":467},101,104,{"type":60,"text":757,"spans":758,"direction":63},"This starting point is essential in understanding organisations. What we call “corporate culture” is not a list of values on a wall; it is how people interact, what they expect from one another, how they handle uncertainty, conflict, novelty, and risk.",[],{"type":60,"text":760,"spans":761,"direction":63},"It is a living system—and like any culture, it changes through encounter, not by decree.",[],"rich_text$e76ef5f0-97af-4bd1-9d8b-41042c4261b6",{"variation":54,"version":55,"items":764,"primary":765,"id":773,"slice_type":407,"slice_label":6},[],{"image":766},{"dimensions":767,"alt":6,"copyright":6,"url":770,"id":771,"edit":772},{"width":768,"height":769},3648,5312,"https://images.prismic.io/ozconsulting/aS2lkHNYClf9npF0_woman-black-dress-is-sitting-couch.jpg?auto=format,compress","aS2lkHNYClf9npF0",{"x":31,"y":31,"zoom":32,"background":33},"single_image$6283d546-92de-4c18-b8d7-0143c2398b30",{"variation":54,"version":55,"items":775,"primary":776,"id":795,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":777},[778,783,786,789,792],{"type":379,"text":779,"spans":780,"direction":63},"Ignoring culture: the mistake that makes transformations fail",[781],{"start":31,"end":782,"type":99},61,{"type":60,"text":784,"spans":785,"direction":63},"Most transformation efforts focus on tools, processes, or structures. But a decisive element is often missing: culture. When it is not understood or supported, it becomes an invisible brake that derails even the best-designed projects.",[],{"type":60,"text":787,"spans":788,"direction":63},"On the ground, the observation is constant: in transformations—and even more in mergers—attention goes almost entirely to financial and operational aspects. Yet it is culture that shapes how teams decide, cooperate, navigate tensions, and move forward together.",[],{"type":60,"text":790,"spans":791,"direction":63},"Ignoring this dimension leads to misunderstandings, resistance, slowdowns, and sometimes strategic failure.\nWhen culture is acknowledged and worked with, it accelerates integration, strengthens change, and restores collective coherence.",[],{"type":60,"text":793,"spans":794,"direction":63},"A successful transformation is always, in the end, a cultural transformation.",[],"rich_text$1e01514a-ef49-466e-bd17-e7346db1bc59",{"variation":54,"version":55,"items":797,"primary":798,"id":825,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":799},[800,804,807,810,813,816,819,822],{"type":379,"text":801,"spans":802,"direction":63},"This first article opens the conversation.",[803],{"start":31,"end":637,"type":99},{"type":60,"text":805,"spans":806,"direction":63},"The next ones explore:",[],{"type":628,"text":808,"spans":809,"direction":63},"Examples of projects where culture makes a decisive difference",[],{"type":628,"text":811,"spans":812,"direction":63},"What corporate culture really is: its components and how it differs from strategy, vision, or formal values",[],{"type":628,"text":814,"spans":815,"direction":63},"Why cultural impact in mergers & acquisitions is crucial yet so often overlooked",[],{"type":628,"text":817,"spans":818,"direction":63},"Concrete cases showing how considering culture from the start strengthens integration and long-term change",[],{"type":628,"text":820,"spans":821,"direction":63},"Our individual role in shaping culture, including the “micro-cultures” each of us carries",[],{"type":628,"text":823,"spans":824,"direction":63},"A more philosophical reflection on how to move beyond our internal divisions to build a shared, coherent, and living culture",[],"rich_text$2a863ae0-d1ac-4fbd-93ec-0bfa1a521582",{},{"id":322,"uid":327,"url":6,"type":7,"href":828,"tags":829,"first_publication_date":325,"last_publication_date":326,"slugs":830,"linked_documents":831,"lang":14,"alternate_languages":832,"data":835},"https://ozconsulting.cdn.prismic.io/api/v2/documents/search?ref=adZzMBIAACwA8JMx&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22aDWpQhIAACkAR8yi%22%29+%5D%5D",[314],[324],[],[833],{"id":834,"type":7,"lang":18,"uid":327},"aDQstRIAACcARXK5",{"publication_date":836,"title":837,"excerpt":838,"thumbnail":842,"header_image":849,"featured":856,"category":857,"footer_button_links":863,"slices":865,"meta_title":837,"meta_description":1088,"meta_image":1089},"2025-05-25T08:39:00+0000","Burnout: Definition, Signs and Real Stories",[839],{"type":60,"text":840,"spans":841,"direction":63},"Beyond the numbers: definition of burnout, symptoms vs. boreout, and lived experiences to spot risks early and avoid collapse.",[],{"dimensions":843,"alt":6,"copyright":6,"url":846,"id":847,"edit":848},{"width":844,"height":845},1267,1772,"https://images.prismic.io/ozconsulting/aDVuhidWJ-7kSkHA_2.jpeg?auto=format,compress","aDVuhidWJ-7kSkHA",{"x":31,"y":31,"zoom":32,"background":33},{"dimensions":850,"alt":6,"copyright":6,"url":853,"id":854,"edit":855},{"width":851,"height":852},1587,2245,"https://images.prismic.io/ozconsulting/aNgQgZ5xUNkB1LOp_BlueBoldModernFashionComingSoonPoster-5.png?auto=format,compress","aNgQgZ5xUNkB1LOp",{"x":31,"y":31,"zoom":32,"background":33},true,{"id":858,"type":44,"tags":859,"lang":14,"slug":314,"first_publication_date":860,"last_publication_date":861,"uid":314,"link_type":48,"key":862,"isBroken":41},"aDWozxIAACgAR8u1",[],"2025-05-27T11:58:10+0000","2025-12-08T07:42:03+0000","096a9cf7-da57-430b-be14-83915adebb08",[864],{"label":6,"url":6,"icon":6},[866,905,916,927,937,954,1037,1048,1070],{"variation":54,"version":55,"items":867,"primary":868,"id":904,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":869},[870,873,876,879,891],{"type":379,"text":871,"spans":872,"direction":63},"Burnout: the faces of burnout",[],{"type":60,"text":874,"spans":875,"direction":63},"My intention is to shed light on what burnout really is: beyond an overused word, it is a human, organizational and social experience that affects both the individual and the collective. Writing about what burnout is for me is both a way to pass on what I have learned and to help prevent this silent collapse in others.",[],{"type":60,"text":877,"spans":878,"direction":63},"I use the term burnout as an equivalent to the word burnout. The English expression appeals to the wear and tear and subjectivity of experience, but it obscures the work dimension. The latter is nevertheless the predominant place of this personal drama.",[],{"type":60,"text":880,"spans":881,"direction":63},"I first heard about burnout during my studies in business administration and management at university, it was theoretical for me. One book had marked me: The Burnout Crisis by Diane Bernier (1995). At the same time, other authors such as Nicole Aubert and Vincent de Gaulejac spoke of the \"cost of excellence\". This book was a response to the management book by Thomas Peters and Robert Waterman published in 1983: \"In search of excellence\". The debate was launched: what are the conditions for excellence, how to create it for oneself and as a team, but also how far to go to succeed? And at what cost?",[882,885,888],{"start":883,"end":884,"type":467},154,172,{"start":886,"end":887,"type":99},467,505,{"start":889,"end":890,"type":99},507,603,{"type":60,"text":892,"spans":893,"direction":63},"Then I discovered Nicole Aubert's documentary J'ai très mal au travail (👉link here). It's hard to remain indifferent when employees talk about how exhausted they are. It spoke to me, while working for years in an HR department, I heard the same testimonies. The same fatigues. The same invisible wounds.",[894,896],{"start":895,"end":124,"type":467},46,{"start":897,"end":898,"type":899,"data":900},74,83,"hyperlink",{"link_type":901,"url":902,"target":903},"Web","https://youtu.be/nD3mu8UjIvc?si=v-h-HRBdcBHRHb7b&utm_source=chatgpt.com","_new","rich_text$3c09878b-4af6-44be-b1eb-cf30b4629040",{"variation":54,"version":55,"items":906,"primary":907,"id":915,"slice_type":407,"slice_label":6},[],{"image":908},{"dimensions":909,"alt":6,"copyright":6,"url":912,"id":913,"edit":914},{"width":910,"height":911},5600,3726,"https://images.prismic.io/ozconsulting/aLIC7GGNHVfTOdK5_young-entrepreneur-tired-work.jpg?auto=format,compress","aLIC7GGNHVfTOdK5",{"x":31,"y":31,"zoom":32,"background":33},"single_image$e9788ba3-9e2c-4286-bd06-a149e02569b4",{"variation":54,"version":55,"items":917,"primary":918,"id":926,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":919},[920,923],{"type":379,"text":921,"spans":922,"direction":63},"When work takes it all",[],{"type":60,"text":924,"spans":925,"direction":63},"In HR, I quickly understood that managers had to know how to spot the signs of exhaustion in their teams. The equation was simple, we had to do more with less. It was possible for a while, but in the long term it had become essential to prevent, support, innovate, anticipate... I had proposed a program to identify and support employees in difficulty. At the time, my director told me: \"If we start measuring burnout, we will hatch cases.\" With the adage \"what cannot be measured does not exist...\" ». Not totally wrong... but certainly not true either, in any case a sign of a bygone era. A few years later, these initiatives have become normal. At least the surveys to measure satisfaction and performance (employee survey, best place to work, etc.). With the evolution of new CSR practices, the impact of our actions on the environment and on the human climate will be increasingly taken into account. At least it is a possible way, it is up to us to create it so that it is not limited to the publication of figures in reports.",[],"rich_text$586943fb-cdfc-4020-9cf2-0acb8191ba30",{"variation":54,"version":55,"items":928,"primary":929,"id":936,"slice_type":407,"slice_label":6},[],{"image":930},{"dimensions":931,"alt":6,"copyright":6,"url":933,"id":934,"edit":935},{"width":932,"height":768},5472,"https://images.prismic.io/ozconsulting/aLSqyGGNHVfTOeJT_true-friends.jpg?auto=format,compress","aLSqyGGNHVfTOeJT",{"x":31,"y":31,"zoom":32,"background":33},"single_image$f6c3346f-88c8-48bf-b60c-68b7ae006cf4",{"variation":54,"version":55,"items":938,"primary":939,"id":953,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":940},[941,944,947],{"type":379,"text":942,"spans":943,"direction":63},"And me, in all this?",[],{"type":60,"text":945,"spans":946,"direction":63},"Have I ever had a burnout? Not really. Not consciously, at least. But I remember the political pressures. The permanent tug of war between my convictions and the organization's speeches. Swallowing, taking it, smiling. It wears you out. Slowly. Certainly. Is it good for your health to be resilient?",[],{"type":60,"text":948,"spans":949,"direction":63},"Then came my life as a consultant. I wanted to succeed, whatever the cost. I needed to prove to myself that I had made the right choice and that I was capable. This famous question of self-confidence...\"you had this success but were you lucky, will you be able to do the rest...?\". To reassure myself (the fear of lack), I said yes to everything. Projects, missions, learning. Seven days a week. The result? One day, I collapsed. Literally. No longer able to work. No more voices for 24 hours. 1 day without speech for months of overwork. Luckily I just had to rest for this time... A strong signal. A different way of working, of acting, and of being had become necessary.",[950],{"start":951,"end":952,"type":99},494,538,"rich_text$3fa36985-498e-4fbf-addf-2690076b2e25",{"variation":54,"version":55,"items":955,"primary":956,"id":1036,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":957},[958,961,969,978,983,989,992,995,998,1001,1007,1010,1013,1016,1019,1025,1033],{"type":379,"text":959,"spans":960,"direction":63},"But what is burnout?",[],{"type":60,"text":962,"spans":963,"direction":63},"The word appeared in 1974. Herbert Freudenberger, psychologist, describes burnout among caregivers: professionals who are committed, ideal, but who burn out. Today, the research is clear: burnout does not only affect the aid professions. Any sector can be concerned.",[964],{"start":153,"end":965,"type":899,"data":966},48,{"link_type":901,"url":967,"target":968},"https://en.wikipedia.org/wiki/Herbert_Freudenberger","_self",{"type":60,"text":970,"spans":971,"direction":63},"Christina Maslach, an author I particularly appreciate, talks about three dimensions: exhaustion, depersonalization, loss of accomplishment.",[972,976],{"start":31,"end":973,"type":899,"data":974},17,{"link_type":901,"url":975,"target":968},"https://youtu.be/2Ag3-H0gNdw?si=3U9Us51XmyCdw7pW",{"start":977,"end":689,"type":99},86,{"type":60,"text":979,"spans":980,"direction":63},"She defines burnout as a syndrome of emotional exhaustion, depersonalization and reduced personal accomplishment",[981],{"start":416,"end":982,"type":99},112,{"type":60,"text":984,"spans":985,"direction":63},"The OMS does not consider burnout to be a disease but an occupational phenomenon. She defines burnout as \"a syndrome resulting from chronic stress at work that has not been properly managed\". ",[986],{"start":987,"end":988,"type":99},54,80,{"type":60,"text":990,"spans":991,"direction":63},"It is characterized by three dimensions:",[],{"type":628,"text":993,"spans":994,"direction":63},"feelings of exhaustion or lack of energy;",[],{"type":628,"text":996,"spans":997,"direction":63},"increased mental distance from work, or feelings of negativism or cynicism about work;",[],{"type":628,"text":999,"spans":1000,"direction":63},"reduced professional efficiency. »",[],{"type":60,"text":1002,"spans":1003,"direction":63},"In other words: when you have no more energy, when you no longer want to, and when you no longer believe in what you are doing... You may have gone too far.",[1004],{"start":1005,"end":1006,"type":99},130,156,{"type":60,"text":1008,"spans":1009,"direction":63},"While burnout is not considered a disease, it is also associated with negative brain health symptoms, such as anxiety or depression, which in turn can be linked to more serious mental health conditions",[],{"type":60,"text":1011,"spans":1012,"direction":63}," ",[],{"type":379,"text":1014,"spans":1015,"direction":63},"Burnout or bore-out: two sides of the same coin",[],{"type":60,"text":1017,"spans":1018,"direction":63},"Burnout (too much) and bore-out (not enough) are increasingly opposed. One is too much pressure. The other, not enough sense, but deep down, it's the same mechanism: the desire that stalls. Thanks to a friend, a sales manager, who enlightened me on this dimension of boredom. The paradox is that exhaustion does not always come from too much work but from the loss of meaning and usefulness. He tells me: \"Before, I felt useful and full of projects. Today, with the change in management, I feel put in a closet. I gave it my all, I invested myself, and today I am waiting to be able to retire with dignity because I don't know how to do my job halfway, I am fighting against myself...\".",[],{"type":60,"text":1020,"spans":1021,"direction":63},"Burnout is \"I can't take it anymore\". Bore-out is \"I can't do it anymore\". In both cases, the body gives out. And sometimes, prolonged boredom leads to the same collapse as overload. The vicious circle is clear: boredom → disengagement → loss of self-esteem → fatigue → burnout.",[1022],{"start":1023,"end":1024,"type":99},212,278,{"type":60,"text":1026,"spans":1027,"direction":63},"So, what to do? The first step is to recognize the signs. Ask yourself: how far can I go without getting lost? What am I willing to pay in the name of (non)-performance?",[1028,1031],{"start":1029,"end":1030,"type":99},16,169,{"start":1032,"end":1030,"type":467},72,{"type":60,"text":1034,"spans":1035,"direction":63},"That's why I define burnout today. So that I don't experience it myself one day and especially so that you can avoid it. Because behind the word, there are lives, bodies, stories. And maybe yours too.",[],"rich_text$02027a04-22cb-473a-b44f-8bd33360a190",{"variation":54,"version":55,"items":1038,"primary":1039,"id":1047,"slice_type":407,"slice_label":6},[],{"image":1040},{"dimensions":1041,"alt":6,"copyright":6,"url":1044,"id":1045,"edit":1046},{"width":1042,"height":1043},5000,3471,"https://images.prismic.io/ozconsulting/aLIC4WGNHVfTOdK3_question-mark-icon-solving-problem-solution-concept.jpg?auto=format,compress","aLIC4WGNHVfTOdK3",{"x":31,"y":31,"zoom":32,"background":33},"single_image$b2db835e-4d1e-478a-8840-9e2f366e2d44",{"variation":54,"version":55,"items":1049,"primary":1050,"id":1069,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":1051},[1052,1055,1058,1061],{"type":379,"text":1053,"spans":1054,"direction":63},"And you, in all this? How would you define burnout? How do you live it?",[],{"type":60,"text":1056,"spans":1057,"direction":63},"Have you ever gone through moments when you felt at the end of your rope, drained, torn between your values and your work? How do you take care of yourself so that you don't topple over? I would like to read, hear your experience, your story, your own definition of burnout.",[],{"type":60,"text":1059,"spans":1060,"direction":63},"How can we distinguish a two-week sick leave for a temporary drop in speed from a \"real\" burnout?",[],{"type":60,"text":1062,"spans":1063,"direction":63},"The following article guides you through the stages of burnout and offers a self-assessment tool to help you see things more clearly.",[1064,1068],{"start":659,"end":1065,"type":899,"data":1066},133,{"link_type":901,"url":1067,"target":968},"https://www.ozconsulting.lu/fr/blog/suis-je-en-burnout-comment-le-reconnaitre",{"start":659,"end":1065,"type":99},"rich_text$5c7cf7de-3b7a-4787-b0e9-6197b2bb606d",{"variation":54,"version":55,"items":1071,"primary":1072,"id":1087,"slice_type":282,"slice_label":6},[],{"content":1073,"post":1079,"url":6},[1074],{"type":60,"text":1075,"spans":1076,"direction":63},"Read more:\nHow do you know if you are burned out? The 12 Stages of Exhaustion. Take the test! ",[1077],{"start":31,"end":1078,"type":99},10,{"id":1080,"type":7,"tags":1081,"lang":14,"slug":1082,"first_publication_date":1083,"last_publication_date":1084,"uid":1085,"link_type":48,"key":1086,"isBroken":41},"aDWopBIAACkAR8tm",[314],"burnout-a-process-not-a-thunderclap","2025-05-27T11:57:27+0000","2025-10-29T19:58:12+0000","suis-je-en-burnout-comment-le-reconnaitre","bcaa9ab3-3f5a-4dce-87a8-f8476a4d31f6","box_link_to_post$623be029-0508-42fa-b068-9350ca48d90f","What is burnout? A clear definition, key warning signs, and first-person stories to understand workplace exhaustion and how to prevent it.",{"dimensions":1090,"alt":1093,"copyright":6,"url":1094,"id":854,"edit":1095},{"width":1091,"height":1092},2400,1260,"Burnout Explained: Definition, Signs & Testimonies","https://images.prismic.io/ozconsulting/aNgQgZ5xUNkB1LOp_BlueBoldModernFashionComingSoonPoster-5.png?auto=format,compress&rect=0,706,1587,833&w=2400&h=1260",{"x":31,"y":1096,"zoom":32,"background":33},706,{"id":312,"uid":318,"url":6,"type":7,"href":1098,"tags":1099,"first_publication_date":316,"last_publication_date":317,"slugs":1100,"linked_documents":1101,"lang":14,"alternate_languages":1102,"data":1106},"https://ozconsulting.cdn.prismic.io/api/v2/documents/search?ref=adZzMBIAACwA8JMx&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22aDWo7BIAACsAR8vy%22%29+%5D%5D",[314],[315],[],[1103],{"id":1104,"type":7,"lang":18,"uid":1105},"aDQr5RIAACwARXFa","burn-out--quand-les-chiffres-crient--luxembourg--tendances",{"publication_date":1107,"title":1108,"excerpt":1109,"thumbnail":1113,"header_image":1119,"featured":41,"category":1122,"footer_button_links":1125,"slices":1127,"meta_title":1108,"meta_description":1111,"meta_image":1574},"2025-05-26T08:39:00+0000","Burnout in Luxembourg: What the Numbers Reveal",[1110],{"type":60,"text":1111,"spans":1112,"direction":63},"Burnout is rising worldwide. From Gallup to McKinsey, discover what the data — and the lack of it in Luxembourg — really reveals about workplace stress.",[],{"dimensions":1114,"alt":6,"copyright":6,"url":1116,"id":1117,"edit":1118},{"width":1115,"height":845},1008,"https://images.prismic.io/ozconsulting/aDVuYCdWJ-7kSkGR_1.jpeg?auto=format,compress","aDVuYCdWJ-7kSkGR",{"x":31,"y":31,"zoom":32,"background":33},{"dimensions":1120,"alt":6,"copyright":6,"url":1116,"id":1117,"edit":1121},{"width":1115,"height":845},{"x":31,"y":31,"zoom":32,"background":33},{"id":858,"type":44,"tags":1123,"lang":14,"slug":314,"first_publication_date":860,"last_publication_date":861,"uid":314,"link_type":48,"key":1124,"isBroken":41},[],"aea2dc29-d78e-4128-8afa-5da503323a10",[1126],{"label":6,"url":6,"icon":6},[1128,1138,1149,1240,1251,1361,1371,1477,1488,1518,1529,1552,1557,1562],{"variation":54,"version":55,"items":1129,"primary":1130,"id":1137,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":1131},[1132],{"type":379,"text":1133,"spans":1134,"direction":63},"We all know someone who is or has been burned out.\nMaybe a colleague. Maybe a friend. Maybe... yourself? But have you ever wondered how many people are actually affected?",[1135],{"start":31,"end":1136,"type":99},50,"rich_text$ecf83c49-d999-4cec-9fef-3138b1026191",{"variation":54,"version":55,"items":1139,"primary":1140,"id":1148,"slice_type":407,"slice_label":6},[],{"image":1141},{"dimensions":1142,"alt":6,"copyright":6,"url":1145,"id":1146,"edit":1147},{"width":1143,"height":1144},3000,4500,"https://images.prismic.io/ozconsulting/aLacpWGNHVfTOguw_lonely-girl-near-window-thinking-about-something.jpg?auto=format,compress","aLacpWGNHVfTOguw",{"x":31,"y":31,"zoom":32,"background":33},"single_image$59709951-f6b1-4764-8c05-e559dacfbddb",{"variation":54,"version":55,"items":1150,"primary":1151,"id":1239,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":1152},[1153,1163,1177,1186,1192,1201,1204,1208,1213,1217,1221,1231],{"type":60,"text":1154,"spans":1155,"direction":63},"In France, the subject really entered the public space after the waves of suicides at Renault and EDF in 2007, then at France Telecom.The pivotal year is 2009.  Only 13 articles between 2003 and 2009... compared to 115 articles between 2009 and 2015. The media coverage followed the shock wave of France Telecom (Chevret-Castellani, 2017).",[1156,1159,1161],{"start":1157,"end":1158,"type":99},3,9,{"start":883,"end":1160,"type":99},158,{"start":524,"end":1162,"type":99},249,{"type":60,"text":1164,"spans":1165,"direction":63},"In England, a survey published in The Times (May 2025)  reveals that 85% of workers have already experienced symptoms of burnout. Almost 1 in 2 (47%) had to stop for mental health reasons. But 1 in 10 did not dare to say so officially.",[1166,1167,1170,1173,1175],{"start":1157,"end":1078,"type":99},{"start":1168,"end":1169,"type":467},34,43,{"start":1168,"end":678,"type":899,"data":1171},{"link_type":901,"url":1172,"target":968},"https://www.thetimes.com/business-money/companies/article/85-percent-workforce-burnout-mental-health-reed-pvcqwt3l3)",{"start":1174,"end":898,"type":99},69,{"start":1176,"end":569,"type":99},137,{"type":60,"text":1178,"spans":1179,"direction":63},"Young employees are the most affected: 91% of 18-24 year olds and 94% of 25-34 year olds say they have suffered from fatigue, mental fog or headaches. However, more than a quarter (26%) of those who have never taken a leave say they should have done so but did not do so, due to fear of judgment, work overload or financial reasons.",[1180,1182,1184],{"start":1181,"end":782,"type":99},39,{"start":1183,"end":673,"type":99},66,{"start":1185,"end":466,"type":99},181,{"type":60,"text":1187,"spans":1188,"direction":63},"The study also highlights a generational gap: nearly 20% of 55-64 year olds believe that mental health should remain outside the professional framework, compared to only 8% of 25-34 year olds. For the authors of this study, these figures demonstrate the urgency of implementing real prevention and support policies, beyond simple speeches, because it is not only an issue of individual well-being but also a major business issue affecting employee productivity, retention and satisfaction.",[1189,1190],{"start":432,"end":383,"type":99},{"start":615,"end":1191,"type":99},428,{"type":60,"text":1193,"spans":1194,"direction":63},"On a global scale, a McKinsey study  (2022, 15,000 employees surveyed in 15 countries)",[1195,1196,1199],{"start":31,"end":973,"type":99},{"start":205,"end":416,"type":899,"data":1197},{"link_type":901,"url":1198,"target":968},"https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-burnout?",{"start":1200,"end":416,"type":99},21,{"type":60,"text":1202,"spans":1203,"direction":63},"This survey reveals that:",[],{"type":132,"text":1205,"spans":1206,"direction":63},"66% of employees say they experience symptoms related to burnout.",[1207],{"start":31,"end":1157,"type":99},{"type":132,"text":1209,"spans":1210,"direction":63}," And 1 in 4 experience a high level of burnout",[1211],{"start":1212,"end":271,"type":99},5,{"type":132,"text":1214,"spans":1215,"direction":63},"The most common symptoms expressed? Exhaustion, mental distancing, cognitive and emotional disorders.",[1216],{"start":416,"end":754,"type":99},{"type":132,"text":1218,"spans":1219,"direction":63},"The pandemic has made the situation worse: 9 out of 10 employers have seen an increase in anxiety and depression in their teams.",[1220],{"start":1169,"end":632,"type":99},{"type":132,"text":1222,"spans":1223,"direction":63},"The most determining factor of unhappiness remains toxicity at work: 1 in 4 employees has experienced it, and this multiplies  the risk of burnout by 8.",[1224,1226,1228],{"start":1225,"end":599,"type":99},60,{"start":1174,"end":1227,"type":99},85,{"start":1229,"end":1230,"type":99},126,146,{"type":132,"text":1232,"spans":1233,"direction":63},"The direct consequence for companies is that an employee with burnout is 6 times more likely to leave their job, and replacing them can cost up to 2 times their annual salary.",[1234,1236],{"start":672,"end":1235,"type":99},111,{"start":1237,"end":1238,"type":99},147,174,"rich_text$c6d0596d-4cfb-436e-b846-c0eb8fdaec07",{"variation":54,"version":55,"items":1241,"primary":1242,"id":1250,"slice_type":407,"slice_label":6},[],{"image":1243},{"dimensions":1244,"alt":6,"copyright":6,"url":1247,"id":1248,"edit":1249},{"width":1245,"height":1246},5315,2862,"https://images.prismic.io/ozconsulting/aLdBKmGNHVfTOiVL_business-concept.jpg?auto=format,compress","aLdBKmGNHVfTOiVL",{"x":31,"y":31,"zoom":32,"background":33},"single_image$ea561d38-2e3e-4592-9e7b-002d3d349a65",{"variation":54,"version":55,"items":1252,"primary":1253,"id":1360,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":1254},[1255,1262,1279,1282,1287,1295,1299,1304,1309,1312,1318,1322,1330,1335,1339,1342,1345,1349,1352,1356,1358],{"type":1256,"text":1257,"spans":1258,"direction":63},"heading1","State of the Global Workplace: 2024 Report",[1259],{"start":31,"end":637,"type":899,"data":1260},{"link_type":901,"url":1261,"target":968},"https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx",{"type":60,"text":1263,"spans":1264,"direction":63},"The most important document on the subject is Gallup's annual State of the Global Workplace report, which analyzes employees' perceptions of their work and lives. In 2024, it highlights a deterioration in mental health among employees, attributing a significant portion of this problem to poor management practices and a lack of engagement. The report examines the impact of economic and political factors, such as the state of the labour market and labour rights laws, on workers' well-being and engagement. Finally, it highlights the crucial role of managers in promoting employee engagement and overall fulfillment, suggesting that improved management practices can reduce stress and increase productivity.",[1265,1267,1270,1273,1276],{"start":1266,"end":679,"type":99},68,{"start":1268,"end":1269,"type":99},188,219,{"start":1271,"end":1272,"type":99},289,315,{"start":1274,"end":1275,"type":99},364,405,{"start":1277,"end":1278,"type":99},536,561,{"type":60,"text":1280,"spans":1281,"direction":63},"",[],{"type":379,"text":1283,"spans":1284,"direction":63},"Here's what the Gallup report says about burnout and stress at work.",[1285],{"start":1029,"end":231,"type":899,"data":1286},{"link_type":901,"url":1261,"target":968},{"type":60,"text":1288,"spans":1289,"direction":63},"Prevalence of burnout among leaders: A quarter of leaders feel burned out often or always, and two-thirds feel it at least sometimes.",[1290,1292],{"start":31,"end":1291,"type":99},35,{"start":1293,"end":1294,"type":99},63,89,{"type":60,"text":1296,"spans":1297,"direction":63},"Employee stress: 41% of employees report feeling \"a lot of stress\". This stress varies considerably depending on the management of organizations:",[1298],{"start":31,"end":210,"type":99},{"type":132,"text":1300,"spans":1301,"direction":63},"Employees working in companies with poor management practices (actively disengaged) are nearly 60% more likely to be stressed than those working in well-managed (engaged) environments.",[1302],{"start":1303,"end":1229,"type":99},95,{"type":132,"text":1305,"spans":1306,"direction":63},"Employees under poor management are about 30% more likely to report \"a lot of stress\" than the unemployed.",[1307],{"start":637,"end":1308,"type":99},105,{"type":132,"text":1310,"spans":1311,"direction":63},"Increasing stress is leading to a rapid increase in incivility at work.",[],{"type":60,"text":1313,"spans":1314,"direction":63},"Causes of Job Stress: A major cause of stress at work is the lack of materials and equipment needed to perform the job effectively. The perception that organizations are investing in areas other than what employees need to do their jobs can also exacerbate stress.",[1315,1317],{"start":31,"end":1316,"type":99},20,{"start":782,"end":1005,"type":99},{"type":60,"text":1319,"spans":1320,"direction":63},"Inefficient and effective solutions:",[1321],{"start":31,"end":1291,"type":99},{"type":132,"text":1323,"spans":1324,"direction":63},"Popular solutions such as wellness apps or stress management training are often ineffective. Research from the University of Oxford finds \"little evidence to support any benefit from these interventions, with even a small indication of harm.\" Using these tools through mismanagement as the sole solution can even make things worse.",[1325,1327],{"start":193,"end":1326,"type":99},91,{"start":1328,"end":1329,"type":99},243,331,{"type":132,"text":1331,"spans":1332,"direction":63},"The most effective solutions, according to the Oxford study, are \"organisation-level initiatives, such as improving schedule changes, management practices, staffing resources or tailor-made job design\". In other words, changing the way people are managed at the organizational level is key to reducing stress.",[1333],{"start":686,"end":1334,"type":99},202,{"type":60,"text":1336,"spans":1337,"direction":63},"Impact of stress and disengagement: Employees who don't enjoy their jobs tend to have high levels of daily stress and worry, as well as high levels of all other negative emotions. Being actively disengaged at work is équivalent ou pire que d'être au chômage pour de nombreux indicateurs de bien-être (stress, colère, inquiétude, solitude).",[1338],{"start":31,"end":1168,"type":99},{"type":60,"text":1340,"spans":1341,"direction":63},"The report highlights that improving management practices is crucial not only for employee engagement, but also for their mental well-being and reducing burnout and stress.",[],{"type":60,"text":1319,"spans":1343,"direction":63},[1344],{"start":31,"end":1291,"type":99},{"type":132,"text":1323,"spans":1346,"direction":63},[1347,1348],{"start":193,"end":1326,"type":99},{"start":1328,"end":1329,"type":99},{"type":132,"text":1331,"spans":1350,"direction":63},[1351],{"start":686,"end":1334,"type":99},{"type":60,"text":1353,"spans":1354,"direction":63},"Impact of stress and disengagement: Employees who don't enjoy their jobs tend to have high levels of daily stress and worry, as well as high levels of all other negative emotions. Being actively disengaged at work is equivalent to or worse than being unemployed for many indicators of well-being (stress, anger, worry, loneliness).",[1355],{"start":31,"end":1168,"type":99},{"type":60,"text":1340,"spans":1357,"direction":63},[],{"type":60,"text":1011,"spans":1359,"direction":63},[],"rich_text$7e94da7d-ad5a-4d9f-bf4f-2a773333aa36",{"variation":54,"version":55,"items":1362,"primary":1363,"id":1370,"slice_type":407,"slice_label":6},[],{"image":1364},{"dimensions":1365,"alt":6,"copyright":6,"url":1367,"id":1368,"edit":1369},{"width":1366,"height":1366},2000,"https://images.prismic.io/ozconsulting/aLc-eGGNHVfTOiTQ_OQ37D20.jpg?auto=format,compress","aLc-eGGNHVfTOiTQ",{"x":31,"y":31,"zoom":32,"background":33},"single_image$edaa8ed9-7819-4971-ba66-0652f45c7ff0",{"variation":54,"version":55,"items":1372,"primary":1373,"id":1476,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":1374},[1375,1381,1397,1402,1405,1410,1414,1419,1423,1427,1431,1435,1440,1444,1449,1453,1460,1465,1468,1473],{"type":379,"text":1376,"spans":1377,"direction":63},"What happens in Parliament",[1378],{"start":31,"end":193,"type":899,"data":1379},{"link_type":901,"url":1380,"target":968},"https://www.chd.lu/fr/question/29178",{"type":60,"text":1382,"spans":1383,"direction":63},"MP Nathalie Morgenthaler (CSV) questions the Minister of Health, Martine Deprez, about the increase in mental illnesses in Luxembourg, and more particularly burnout. (Parliamentary question n°2635 : tabled on 22 July 2025 )",[1384,1386,1389,1393,1395],{"start":1157,"end":1385,"type":99},24,{"start":1387,"end":1388,"type":99},157,164,{"start":1390,"end":1391,"type":899,"data":1392},167,222,{"link_type":901,"url":1380,"target":968},{"start":1390,"end":1394,"type":99},196,{"start":1396,"end":1391,"type":99},209,{"type":60,"text":1398,"spans":1399,"direction":63},"She reminds us that, according to the WHO, burnout is not recognized as a disease but as a work-related phenomenon(ICD-11). In Luxembourg too, it is not classified as a recognised disease.",[1400],{"start":1326,"end":1401,"type":99},114,{"type":60,"text":1403,"spans":1404,"direction":63},"It therefore calls on the government to provide:",[],{"type":132,"text":1406,"spans":1407,"direction":63},"the number of burnout diagnoses made in the last 12 months,",[1408],{"start":221,"end":1409,"type":99},31,{"type":132,"text":1411,"spans":1412,"direction":63},"the most affected age groups,",[1413],{"start":221,"end":432,"type":99},{"type":132,"text":1415,"spans":1416,"direction":63},"the evolution of these figures over the last five years,",[1417],{"start":221,"end":1418,"type":99},30,{"type":132,"text":1420,"spans":1421,"direction":63},"the number and duration of work stoppages related to burnout,",[1422],{"start":221,"end":659,"type":99},{"type":132,"text":1424,"spans":1425,"direction":63},"coverage by the CNS in the event of burnout,",[1426],{"start":31,"end":205,"type":99},{"type":132,"text":1428,"spans":1429,"direction":63},"whether the recognition of burnout as an occupational disease is envisaged,",[1430],{"start":517,"end":782,"type":99},{"type":132,"text":1432,"spans":1433,"direction":63},"and finally whether the government is ready to launch a specific study to obtain more precise data.",[1434],{"start":731,"end":124,"type":99},{"type":379,"text":1436,"spans":1437,"direction":63},"What the minister replied",[1438],{"start":31,"end":482,"type":899,"data":1439},{"link_type":901,"url":1380,"target":968},{"type":60,"text":1441,"spans":1442,"direction":63},"Today, there is no specific medical code for burnout. As a result, it is often recorded under the term \"depression\", which prevents reliable figures on the number of cases, the evolution or the duration of sick leave.",[1443],{"start":205,"end":659,"type":99},{"type":60,"text":1445,"spans":1446,"direction":63},"The good news is that even without its own code, the medical consequences (such as associated depression) are well taken care of by the CNS.",[1447],{"start":1448,"end":897,"type":99},53,{"type":60,"text":1450,"spans":1451,"direction":63},"As for official recognition, the minister recalls the definition of burnout given by the WHO and that it is not recognized as an occupational disease, and no reform is planned at this stage.",[1452],{"start":1308,"end":569,"type":99},{"type":60,"text":1454,"spans":1455,"direction":63},"Finally, no specific national study is in sight, but pilot initiatives exist. The Lighthouse program, for example, has already supported 35 people in 2024, with medical, psychological, sophrology and support groups.",[1456,1457],{"start":271,"end":416,"type":99},{"start":1458,"end":1459,"type":467},82,92,{"type":60,"text":1461,"spans":1462,"direction":63},"So Luxembourg does not have precise data on burnout due to the lack of a specific code, does not envisage its recognition as an occupational disease, and does not plan a national study, but supports pilot projects such as Lighthouse",[1463],{"start":31,"end":1464,"type":99},232,{"type":379,"text":1466,"spans":1467,"direction":63},"What do you think?",[],{"type":60,"text":1469,"spans":1470,"direction":63},"It would be interesting to question in more depth the reasons or arguments put forward by the authorities against this recognition (beyond the possibility of classifying symptoms under other existing diagnoses), and also the practical implications of this position for employees and employers.",[1471],{"start":987,"end":1472,"type":99},131,{"type":60,"text":1474,"spans":1475,"direction":63},"It would also be interesting to know the conclusions of the Lighthouse pilot programs. With their hindsight of support, how do they position themselves in relation to this non-recognition?",[],"rich_text$e02033c3-edcb-4b59-bb21-112b302cd1a6",{"variation":54,"version":55,"items":1478,"primary":1479,"id":1487,"slice_type":407,"slice_label":6},[],{"image":1480},{"dimensions":1481,"alt":6,"copyright":6,"url":1484,"id":1485,"edit":1486},{"width":1482,"height":1483},6949,4638,"https://images.prismic.io/ozconsulting/aLafoGGNHVfTOgwP_globe-care-with-stethoscope-blue-background.jpg?auto=format,compress","aLafoGGNHVfTOgwP",{"x":31,"y":31,"zoom":32,"background":33},"single_image$e66273d6-5964-4276-83ae-9192b8b7eb8f",{"variation":54,"version":55,"items":1489,"primary":1490,"id":1517,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":1491},[1492,1495,1499,1502,1505,1508,1511,1514],{"type":379,"text":1493,"spans":1494,"direction":63},"The OMS's position",[],{"type":60,"text":1496,"spans":1497,"direction":63},"What does the WHO say about the non-recognition of burnout as a disease?",[1498],{"start":31,"end":1032,"type":99},{"type":60,"text":1500,"spans":1501,"direction":63},"Burnout is not recognized as a disease by the WHO because:",[],{"type":132,"text":1503,"spans":1504,"direction":63},"There are no universal diagnostic criteria to clearly distinguish it from other disorders such as depression.",[],{"type":132,"text":1506,"spans":1507,"direction":63},"Its symptoms overlap with other pathologies",[],{"type":132,"text":1509,"spans":1510,"direction":63},"It is defined only in the context of work, which limits it,",[],{"type":132,"text":1512,"spans":1513,"direction":63},"and its recognition as a disease could lead to abuse due to the lack of reliable diagnostic tools.",[],{"type":60,"text":1515,"spans":1516,"direction":63},"I think this position should change over time because although burnout is not considered a disease, it is increasingly present in our societies and it is also associated with negative symptoms for brain health, such as anxiety or depression, which in turn can be linked to more serious mental health conditions.",[],"rich_text$b492b3e5-4ff9-4f92-9253-040e9c3f8353",{"variation":54,"version":55,"items":1519,"primary":1520,"id":1528,"slice_type":407,"slice_label":6},[],{"image":1521},{"dimensions":1522,"alt":6,"copyright":6,"url":1525,"id":1526,"edit":1527},{"width":1523,"height":1524},7900,5256,"https://images.prismic.io/ozconsulting/aLbggGGNHVfTOhTe_collage-customer-experience-concept.jpg?auto=format,compress","aLbggGGNHVfTOhTe",{"x":31,"y":31,"zoom":32,"background":33},"single_image$267a5452-d1dd-48a7-9e81-ae552e77d45a",{"variation":54,"version":55,"items":1530,"primary":1531,"id":1551,"slice_type":65,"slice_label":6},[],{"anchor":6,"content":1532},[1533,1536,1539,1542],{"type":379,"text":1534,"spans":1535,"direction":63},"What are your conclusions... What do you observe in your company and with your loved ones?",[],{"type":60,"text":1537,"spans":1538,"direction":63},"Faced with these figures, one question arises: what do you want to change in your work environment? What culture do you need to perform your role well? And in your own personal life?",[],{"type":60,"text":1540,"spans":1541,"direction":63},"Burnout is not a fatality, but a signal that invites us to act differently.",[],{"type":60,"text":1543,"spans":1544,"direction":63},"Before looking at the concrete possibilities in your teams and at the individual level, it is essential to understand precisely what the term \"burnout\" covers. Dive into analysis to grasp the definition and distinguish it from \"bore-out\".",[1545,1550],{"start":1546,"end":1547,"type":899,"data":1548},160,238,{"link_type":901,"url":1549,"target":968},"https://www.ozconsulting.lu/fr/blog/definition-et-mesure-du-burnout",{"start":1546,"end":1547,"type":99},"rich_text$4e0ef57c-e2bb-496d-85b0-d2a46bae111f",{"variation":54,"version":55,"items":1553,"primary":1554,"id":1555,"slice_type":1556,"slice_label":6},[],{},"divider$3404ccbb-12b7-4b26-8840-68eba6e708b6","divider",{"variation":54,"version":55,"items":1558,"primary":1559,"id":1560,"slice_type":1561,"slice_label":6},[],{},"contact_me$a948bb12-842f-4138-b743-8ec21a38d9af","contact_me",{"variation":54,"version":55,"items":1563,"primary":1564,"id":1573,"slice_type":282,"slice_label":6},[],{"content":1565,"post":1570,"url":6},[1566],{"type":60,"text":1567,"spans":1568,"direction":63},"Read more:\nWhat is burnout? The faces of exhaustion",[1569],{"start":31,"end":1078,"type":99},{"id":322,"type":7,"tags":1571,"lang":14,"slug":324,"first_publication_date":325,"last_publication_date":326,"uid":327,"link_type":48,"key":1572,"isBroken":41},[314],"9a35fa7c-dc03-4afe-bf3c-43542b75281e","box_link_to_post$ea1781eb-8859-4c03-87bb-37c68a39d73e",{"dimensions":1575,"alt":1576,"copyright":6,"url":1577,"id":1578,"edit":1579},{"width":1091,"height":1092},"burnout-luxembourg-statistics-data-trends","https://images.prismic.io/ozconsulting/aNgTwp5xUNkB1LO6_BlueandWhiteModernLetsTalkPodcastAnnouncementInstagramPost.png?auto=format,compress&rect=0,392,1080,567&w=2400&h=1260","aNgTwp5xUNkB1LO6",{"x":31,"y":1580,"zoom":32,"background":33},392,1775662338202]