[{"data":1,"prerenderedAt":1614},["ShallowReactive",2],{"post-uid-what-if-the-real-time-saver-was-taking-a-step-back-en-en-eu":3,"blog-latest-en-eu":312,"blog-latest-posts-en-eu":359},{"id":4,"uid":5,"url":6,"type":7,"href":8,"tags":9,"first_publication_date":10,"last_publication_date":11,"slugs":12,"linked_documents":14,"lang":15,"alternate_languages":16,"data":21},"adUNCRIAACkA7jbP","what-if-the-real-time-saver-was-taking-a-step-back",null,"post","https://ozconsulting.cdn.prismic.io/api/v2/documents/search?ref=adul1BEAAC4AnLlE&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22adUNCRIAACkA7jbP%22%29+%5D%5D",[],"2026-04-07T14:41:23+0000","2026-04-07T15:08:22+0000",[13],"2026-03-15t1456000000",[],"en-eu",[17],{"id":18,"type":7,"lang":19,"uid":20},"abcBHxIAACwAumF_","fr-be","et-si-le-vrai-gain-de-temps-cetait-le-recul-",{"publication_date":22,"title":23,"excerpt":24,"thumbnail":30,"header_image":40,"featured":43,"category":44,"footer_button_links":52,"slices":54,"meta_title":23,"meta_description":6,"meta_image":311},"2026-03-15T14:56:00+0000","What If the Real Time Saver Was Taking a Step Back?",[25],{"type":26,"text":27,"spans":28,"direction":29},"paragraph","What if the solution were not to do more, but to step back in order to act better?",[],"ltr",{"dimensions":31,"alt":6,"copyright":6,"url":34,"id":35,"edit":36},{"width":32,"height":33},5824,3264,"https://images.prismic.io/ozconsulting/ackr-ZGXnQHGZExx_healthy-lifestyle.jpg?auto=format,compress","ackr-ZGXnQHGZExx",{"x":37,"y":37,"zoom":38,"background":39},0,1,"transparent",{"dimensions":41,"alt":6,"copyright":6,"url":34,"id":35,"edit":42},{"width":32,"height":33},{"x":37,"y":37,"zoom":38,"background":39},false,{"id":45,"type":46,"tags":47,"lang":15,"slug":48,"first_publication_date":49,"last_publication_date":49,"uid":48,"link_type":50,"key":51,"isBroken":43},"adUdpxIAACkA7luo","category",[],"teams","2026-04-07T15:07:51+0000","Document","2a1c6454-2c89-476b-922e-5bacb65cc21c",[53],{"label":6,"url":6,"icon":6},[55,78,89,112,123,141,152,171,182,225,234,253,264,280,289],{"variation":56,"version":57,"items":58,"primary":59,"id":76,"slice_type":77,"slice_label":6},"default","initial",[],{"anchor":6,"content":60},[61,64,67,70,73],{"type":26,"text":62,"spans":63,"direction":29},"In many teams, I hear the same phrase again and again: “We don’t have time.”\nNo time to pause. No time to regulate. No time to talk about how we work together. Too many priorities, too many urgent issues, too much pressure.",[],{"type":26,"text":65,"spans":66,"direction":29},"And yet, that may be exactly where the turning point lies. In the constant push to move faster, teams wear themselves down, grow irritated, and sometimes drift away from one another. They keep producing, yes, but at the cost of a relational fatigue that eventually slows everyone down.",[],{"type":26,"text":68,"spans":69,"direction":29},"What if the solution were not to do more, but to step back in order to act better?\nBecause every team needs time for reflection. Not as a luxury, but as a condition for long-term strength.",[],{"type":26,"text":71,"spans":72,"direction":29},"Structuring collective time does not mean slowing down the pace. It means creating the conditions to move forward with more clarity, more energy, and more honesty in relationships.",[],{"type":26,"text":74,"spans":75,"direction":29},"In a word, it means enabling a team to reach a form of professional “intimacy”: the ability to say things as they are in order to move forward together.",[],"rich_text$77cf9f1c-4297-4f5e-b87e-9c9b60f8441d","rich_text",{"variation":56,"version":57,"items":79,"primary":80,"id":87,"slice_type":88,"slice_label":6},[],{"image":81},{"dimensions":82,"alt":6,"copyright":6,"url":84,"id":85,"edit":86},{"width":83,"height":33},4896,"https://images.prismic.io/ozconsulting/abcMn7bci2UF6Bj1_young-man-runner-tying-shoelaces.jpg?auto=format,compress","abcMn7bci2UF6Bj1",{"x":37,"y":37,"zoom":38,"background":39},"single_image$ab493c4f-4948-4ff5-a59a-ff8ccd1cb26c","single_image",{"variation":56,"version":57,"items":90,"primary":91,"id":111,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":92},[93,99,102,105,108],{"type":26,"text":94,"spans":95,"direction":29},"1. Structuring Time Means Balancing Production and Reflection",[96],{"start":37,"end":97,"type":98},61,"strong",{"type":26,"text":100,"spans":101,"direction":29},"A classic trap for teams is to focus exclusively on production: what needs to be delivered, decided, processed, or solved. All mental space becomes occupied by content. But a team cannot sustainably live in “doing” mode alone.",[],{"type":26,"text":103,"spans":104,"direction":29},"It also needs to reflect on its processes: how it works, how it makes decisions, how it cooperates, how it navigates tension. This is where the leader’s role becomes essential. It is not only about setting direction or allocating tasks, but also about creating structure in time by planning pauses, reflection time, and moments to step back.",[],{"type":26,"text":106,"spans":107,"direction":29},"These moments are not peripheral. They are essential. They are times for regulation, sometimes almost like moments of collective deliberation, allowing the group to surface the adjustments needed for it to function well.",[],{"type":26,"text":109,"spans":110,"direction":29},"A team that never stops to look at how it operates often ends up becoming disorganized in silence.",[],"rich_text$e923a774-cbf3-48e4-9ad9-658c8b9dd632",{"variation":56,"version":57,"items":113,"primary":114,"id":122,"slice_type":88,"slice_label":6},[],{"image":115},{"dimensions":116,"alt":6,"copyright":6,"url":119,"id":120,"edit":121},{"width":117,"height":118},5616,3744,"https://images.prismic.io/ozconsulting/abcMmrbci2UF6Bj0_handsome-man-training-summer-park.jpg?auto=format,compress","abcMmrbci2UF6Bj0",{"x":37,"y":37,"zoom":38,"background":39},"single_image$962c52d5-6601-4c8e-b164-40f6e9dc3022",{"variation":56,"version":57,"items":124,"primary":125,"id":140,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":126},[127,131,134,137],{"type":26,"text":128,"spans":129,"direction":29},"2. Structuring Time Means Creating Rituals That Build Meaning",[130],{"start":37,"end":97,"type":98},{"type":26,"text":132,"spans":133,"direction":29},"Structured time gives a framework to the team’s collective experience. It sets a rhythm, creates reference points, and establishes recognizable moments. By ritualizing certain times, the leader helps the team build stable forms, complete units of meaning—what some call Gestalts: identifiable sequences that help the group understand where it stands, what it is going through, and how it is moving forward.",[],{"type":26,"text":135,"spans":136,"direction":29},"When nothing is ritualized, everything becomes blurry. Teams improvise all the time, and that lack of form is just as exhausting as it is disorienting. By contrast, rituals are not just habits. They serve a deeply structuring function: they create safety, make the collective experience more readable, and give meaning to what is lived together.",[],{"type":26,"text":138,"spans":139,"direction":29},"To ritualize is to make continuity possible. It is also to create the conditions for more authentic conversation. Because when a framework exists, the team can more easily access that professional intimacy that makes it possible to address what really matters, without detours or unspoken tensions.",[],"rich_text$81619600-d4a9-4f32-965e-a6433682c8db",{"variation":56,"version":57,"items":142,"primary":143,"id":151,"slice_type":88,"slice_label":6},[],{"image":144},{"dimensions":145,"alt":6,"copyright":6,"url":148,"id":149,"edit":150},{"width":146,"height":147},7360,4912,"https://images.prismic.io/ozconsulting/abcMlbbci2UF6Bjz_young-people-practicing-sport-outdoor.jpg?auto=format,compress","abcMlbbci2UF6Bjz",{"x":37,"y":37,"zoom":38,"background":39},"single_image$43343f89-a55d-48c7-bcec-7a0ce2399fb4",{"variation":56,"version":57,"items":153,"primary":154,"id":170,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":155},[156,161,164,167],{"type":26,"text":157,"spans":158,"direction":29},"3. Structuring Time Means Circulating Recognition and Regulating Stress",[159],{"start":37,"end":160,"type":98},71,{"type":26,"text":162,"spans":163,"direction":29},"We often underestimate how much the quality of collective time influences a team’s level of stress. Structuring time also means organizing the intensity, quantity, and quality of the signs of recognition circulating within the group.",[],{"type":26,"text":165,"spans":166,"direction":29},"When moments for exchange, feedback, regulation, or appreciation no longer exist, each person starts searching in their own way for the stimuli they need in order to feel seen, heard, and recognized. And when those needs have no place within the team’s way of functioning, stress rises, tensions settle in, and energy drains away.",[],{"type":26,"text":168,"spans":169,"direction":29},"By contrast, when time is clearly organized, everyone can more naturally find their place, receive appropriate recognition, understand what is expected, see what is working, and identify what needs to be improved. In this sense, structuring time is a direct tool for stress regulation. It does not solve everything, but it restores far healthier psychological conditions for working together.",[],"rich_text$9d569130-2b2d-4eb8-8195-bdb21384720a",{"variation":56,"version":57,"items":172,"primary":173,"id":181,"slice_type":88,"slice_label":6},[],{"image":174},{"dimensions":175,"alt":6,"copyright":6,"url":178,"id":179,"edit":180},{"width":176,"height":177},4209,5892,"https://images.prismic.io/ozconsulting/abcMdbbci2UF6Bjv_full-shot-woman-stretching-grass.jpg?auto=format,compress","abcMdbbci2UF6Bjv",{"x":37,"y":37,"zoom":38,"background":39},"single_image$76645eeb-96df-4959-873b-63300f843b63",{"variation":56,"version":57,"items":183,"primary":184,"id":224,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":185},[186,191,194,197,200,203,206,209,212,215,218,221],{"type":26,"text":187,"spans":188,"direction":29},"4. Structuring Time Means Preventing Psychological Games",[189],{"start":37,"end":190,"type":98},56,{"type":26,"text":192,"spans":193,"direction":29},"A psychological game is a recurring relational scenario that damages the relationship. For example, when a team does not have spaces where things can be said clearly, they get replayed in other ways: through insinuations, through tensions that always return to the same place, through underlying conflicts, through discomfort that no one names but everyone feels.",[],{"type":26,"text":195,"spans":196,"direction":29},"There can be “hooks” for psychological games in the way time is occupied. In other words, the way a team fills its agenda can sometimes mask something else: frustrations, avoidance, unspoken needs. The psychological game then creates the illusion of relationship, while actually moving people further away from a real encounter.",[],{"type":26,"text":198,"spans":199,"direction":29},"Structuring collective time makes these dynamics easier to identify. It helps reveal the intensity and quantity of negative stimuli circulating within the group. And above all, it helps reintroduce intimacy where the game had taken the place of dialogue.",[],{"type":26,"text":201,"spans":202,"direction":29},"One important point: not every criticism at work is a psychological game.\nIt becomes one mainly when it is repetitive, indirect, loaded with hidden motives, and always ends in discomfort or conflict.",[],{"type":26,"text":204,"spans":205,"direction":29},"Here is an example I have encountered, one that reflects many similar situations:",[],{"type":26,"text":207,"spans":208,"direction":29},"Paule and Nadia often criticize Julie when speaking to each other:",[],{"type":26,"text":210,"spans":211,"direction":29},"— “Honestly, Julie sent another email just to keep tabs on us.”\n— “Yes, and we always have to be careful about what we say to her.”\n— “With her, nothing will ever change.”",[],{"type":26,"text":213,"spans":214,"direction":29},"On the surface, they seem to be “talking about work.”\nBut in reality, they may be reinforcing each other, feeling that they are “on the right side,” or turning Julie into “the bad one.” Then one day, Julie senses it, defends herself, the atmosphere deteriorates, and everyone ends up with negative feelings:",[],{"type":26,"text":216,"spans":217,"direction":29},"— Paule and Nadia: “See? She’s impossible to deal with.”\n— Julie: “I’m always being attacked.”",[],{"type":26,"text":219,"spans":220,"direction":29},"That is when we can speak of a psychological game:\nit is no longer useful criticism, but a recurring relational script that damages the relationship.",[],{"type":26,"text":222,"spans":223,"direction":29},"A team moves beyond these games when it regains the ability to speak with more truth, simplicity, and responsibility.",[],"rich_text$c5e1b2f0-e543-47b3-b1fb-8c61284d1081",{"variation":56,"version":57,"items":226,"primary":227,"id":233,"slice_type":88,"slice_label":6},[],{"image":228},{"dimensions":229,"alt":6,"copyright":6,"url":230,"id":231,"edit":232},{"width":146,"height":147},"https://images.prismic.io/ozconsulting/abcMdLbci2UF6Bju_smiling-male-athlete-sitting-race-track-showing-mobile-phone-his-friend.jpg?auto=format,compress","abcMdLbci2UF6Bju",{"x":37,"y":37,"zoom":38,"background":39},"single_image$01694f70-c59c-4de8-8f7c-316ea856de54",{"variation":56,"version":57,"items":235,"primary":236,"id":252,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":237},[238,243,246,249],{"type":26,"text":239,"spans":240,"direction":29},"5. Structuring Time Does Not Mean Making the Team Rigid",[241],{"start":37,"end":242,"type":98},55,{"type":26,"text":244,"spans":245,"direction":29},"There is an important caution here: structuring is not the same as rigidifying. An effective framework is not a straitjacket. When schedules, rules, and ways of working become too rigid, the team can shift into something else: a defensive, normative, frozen logic. In transactional analysis, one might say that the leader’s Adult ego state risks being contaminated by their Parent ego state: instead of observing, adjusting, and thinking, the leader imposes, controls, and closes the system.",[],{"type":26,"text":247,"spans":248,"direction":29},"A healthy structure must therefore remain alive. It must contain room for amendment. When a rule no longer works, the group needs to know how to revisit it. When a ritual loses its meaning, it should be able to evolve. When a way of working exhausts rather than supports, it should be rethought.",[],{"type":26,"text":250,"spans":251,"direction":29},"The real issue is not to have more rules, but to have a framework that is clear enough to create safety and flexible enough to allow adjustment.",[],"rich_text$88e2efbc-3301-417f-a3ab-6d6b4b0adb2c",{"variation":56,"version":57,"items":254,"primary":255,"id":263,"slice_type":88,"slice_label":6},[],{"image":256},{"dimensions":257,"alt":6,"copyright":6,"url":260,"id":261,"edit":262},{"width":258,"height":259},7874,5252,"https://images.prismic.io/ozconsulting/abcMY7bci2UF6Bjt_woman-stretches-muscles-outdoor-gym.jpg?auto=format,compress","abcMY7bci2UF6Bjt",{"x":37,"y":37,"zoom":38,"background":39},"single_image$be3b249b-8825-4e7c-811c-cce25cecc51b",{"variation":56,"version":57,"items":265,"primary":266,"id":279,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":267},[268,273,276],{"type":26,"text":269,"spans":270,"direction":29},"6. Structuring Time Also Means Working in Anticipation",[271],{"start":37,"end":272,"type":98},54,{"type":26,"text":274,"spans":275,"direction":29},"The leader’s role is not only to manage the immediate present. It is also to stay one step ahead in time. If the team is in “T0,” in the present moment of action, the leader needs to position themselves in “time + x”: in anticipation, in vision, in the ability to connect today with what is being built for tomorrow.",[],{"type":26,"text":277,"spans":278,"direction":29},"This means making the mission readable, clarifying the vision, and reminding people of the strategic meaning behind what is being lived day to day. Because collective time does not only need to be organized; it also needs direction. A team works better when it understands where it is going, why it is going there, and how moments of reflection, regulation, and adjustment serve something greater than the urgency of the moment.",[],"rich_text$d08aed0b-1627-4939-b4c7-8c3786d268fc",{"variation":56,"version":57,"items":281,"primary":282,"id":288,"slice_type":88,"slice_label":6},[],{"image":283},{"dimensions":284,"alt":6,"copyright":6,"url":285,"id":286,"edit":287},{"width":146,"height":147},"https://images.prismic.io/ozconsulting/abcMjbbci2UF6Bjy_young-people-practicing-sport-outdoor-2.jpg?auto=format,compress","abcMjbbci2UF6Bjy",{"x":37,"y":37,"zoom":38,"background":39},"single_image$3f5839fa-0e6a-4f48-8f0b-943f1a9f1eb4",{"variation":56,"version":57,"items":290,"primary":291,"id":310,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":292},[293,298,301,304,307],{"type":26,"text":294,"spans":295,"direction":29},"Conclusion",[296],{"start":37,"end":297,"type":98},10,{"type":26,"text":299,"spans":300,"direction":29},"Structuring collective time means offering a team a secure framework made up of rhythms, rituals, rules, and reference points.",[],{"type":26,"text":302,"spans":303,"direction":29},"But it also means preserving spaces for freedom, dialogue, emergence, and regulation, so that the system does not become rigid.",[],{"type":26,"text":305,"spans":306,"direction":29},"It means giving as much importance to the way we work as to the work itself.\nIt means accepting that sustainable performance is born not only from acceleration, but also from the ability to stop, observe, and adjust.\nIt means understanding that a team moves forward better when it can access genuine professional intimacy: the possibility of saying things with trust in order to build better together.",[],{"type":26,"text":308,"spans":309,"direction":29},"So no, taking a step back does not waste time.\nVery often, it is exactly what helps us gain it.",[],"rich_text$4f1247af-5073-44ee-95e9-fdc4de24b4ee",{},{"id":313,"uid":6,"url":6,"type":314,"href":315,"tags":316,"first_publication_date":317,"last_publication_date":318,"slugs":319,"linked_documents":321,"lang":15,"alternate_languages":322,"data":325},"aRNLTREAAC4AlZTp","lastest_articles_widget","https://ozconsulting.cdn.prismic.io/api/v2/documents/search?ref=adul1BEAAC4AnLlE&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22aRNLTREAAC4AlZTp%22%29+%5D%5D",[],"2025-11-11T14:42:34+0000","2025-12-05T08:26:45+0000",[320],"lastest-articles-widget",[],[323],{"id":324,"type":314,"lang":19},"aEgCSxEAACwA3T5C",{"title":326,"posts":327,"slices":357,"meta_title":6,"meta_description":6,"meta_image":358},"A few blog articles",[328,338,348],{"post":329},{"id":330,"type":7,"tags":331,"lang":15,"slug":333,"first_publication_date":334,"last_publication_date":335,"uid":336,"link_type":50,"key":337,"isBroken":43},"aS2npRIAACkA3SA1",[332],"Culture","introduction--culture-begins-with-the-other","2025-12-01T14:48:44+0000","2025-12-08T15:11:11+0000","rethink-culture-to-drive-successful-transformations","ed02d4aa-5c46-427e-a111-e4059e58957a",{"post":339},{"id":340,"type":7,"tags":341,"lang":15,"slug":343,"first_publication_date":344,"last_publication_date":345,"uid":346,"link_type":50,"key":347,"isBroken":43},"aDWo7BIAACsAR8vy",[342],"burnout","we-all-know-someone-who-is-or-has-been-burned-out.maybe-a-colleague.-maybe-a-friend.-maybe...-yourself-but-have-you-ever-wondered-how-many-people-are-actually-affected","2025-05-27T11:58:39+0000","2025-10-29T19:34:45+0000","burnout-et-risques-psychosociaux-au-luxembourg","e0e2283e-55e9-4479-84bd-c786cccb5ab8",{"post":349},{"id":350,"type":7,"tags":351,"lang":15,"slug":352,"first_publication_date":353,"last_publication_date":354,"uid":355,"link_type":50,"key":356,"isBroken":43},"aDWpQhIAACkAR8yi",[342],"burnout-the-faces-of-burnout","2025-05-27T12:00:08+0000","2025-10-29T19:48:24+0000","definition-et-mesure-du-burnout","4973a3d8-587c-447d-bd3b-e578be62aaba",[],{},[360,857,1127],{"id":330,"uid":336,"url":6,"type":7,"href":361,"tags":362,"first_publication_date":334,"last_publication_date":335,"slugs":363,"linked_documents":364,"lang":15,"alternate_languages":365,"data":369},"https://ozconsulting.cdn.prismic.io/api/v2/documents/search?ref=adul1BEAAC4AnLlE&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22aS2npRIAACkA3SA1%22%29+%5D%5D",[332],[333],[],[366],{"id":367,"type":7,"lang":19,"uid":368},"aN1ICREAACkAAa_8","penser-la-culture-autrement-pour-reussir-les-transformations",{"publication_date":370,"title":371,"excerpt":372,"thumbnail":375,"header_image":382,"featured":43,"category":385,"footer_button_links":392,"slices":393,"meta_title":6,"meta_description":6,"meta_image":856},"2025-12-01T10:03:00+0000","Rethink Culture to Drive Successful Transformations",[373],{"type":26,"text":371,"spans":374,"direction":29},[],{"dimensions":376,"alt":6,"copyright":6,"url":379,"id":380,"edit":381},{"width":377,"height":378},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":37,"y":37,"zoom":38,"background":39},{"dimensions":383,"alt":6,"copyright":6,"url":379,"id":380,"edit":384},{"width":377,"height":378},{"x":37,"y":37,"zoom":38,"background":39},{"id":386,"type":46,"tags":387,"lang":15,"slug":388,"first_publication_date":389,"last_publication_date":390,"uid":388,"link_type":50,"key":391,"isBroken":43},"aS1urBIAACgA3IIG",[],"culture","2025-12-01T10:32:45+0000","2025-12-01T13:52:12+0000","2aa8443f-9c7c-4c9f-a4f0-44e4578ff006",[],[394,402,425,435,451,467,480,521,532,569,580,609,741,754,772,794,805,826],{"variation":56,"version":57,"items":395,"primary":396,"id":401,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":397},[398],{"type":26,"text":399,"spans":400,"direction":29},"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":56,"version":57,"items":403,"primary":404,"id":424,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":405},[406,412,415,418,421],{"type":407,"text":408,"spans":409,"direction":29},"heading3","Introduction – Culture begins with the Other",[410],{"start":37,"end":411,"type":98},44,{"type":26,"text":413,"spans":414,"direction":29},"Before talking about organisations, mergers, or transformation projects, it’s worth taking a step back.",[],{"type":26,"text":416,"spans":417,"direction":29},"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":26,"text":419,"spans":420,"direction":29},"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":26,"text":422,"spans":423,"direction":29},"“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$a2d25166-1f10-4146-b7e7-aeb33af91183",{"variation":56,"version":57,"items":426,"primary":427,"id":434,"slice_type":88,"slice_label":6},[],{"image":428},{"dimensions":429,"alt":6,"copyright":6,"url":431,"id":432,"edit":433},{"width":430,"height":430},3200,"https://images.prismic.io/ozconsulting/aS2lkHNYClf9npF2_woman-with-sunglasses-word-oh-really-blue-background.jpg?auto=format,compress","aS2lkHNYClf9npF2",{"x":37,"y":37,"zoom":38,"background":39},"single_image$c39118a8-d06e-491c-bce5-8712f4fdc0f6",{"variation":56,"version":57,"items":436,"primary":437,"id":450,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":438},[439,444,447],{"type":407,"text":440,"spans":441,"direction":29},"Culture is alive, moving—never fixed",[442],{"start":37,"end":443,"type":98},36,{"type":26,"text":445,"spans":446,"direction":29},"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":26,"text":448,"spans":449,"direction":29},"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$0d98918f-d8fe-4598-be6c-259506a5594f",{"variation":56,"version":57,"items":452,"primary":453,"id":466,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":454},[455,460,463],{"type":407,"text":456,"spans":457,"direction":29},"Why “Difference” Falls Short",[458],{"start":37,"end":459,"type":98},28,{"type":26,"text":461,"spans":462,"direction":29},"If we analyse culture only through the lens of difference, we create oppositions: us vs. them, our way vs. theirs. Difference creates distance and blocks cooperation.",[],{"type":26,"text":464,"spans":465,"direction":29},"Seeing culture as a dynamic process, by contrast, allows us to co-create rather than compare or oppose.",[],"rich_text$f1d8024e-4ce7-4ef1-9c70-885cdf48c6e3",{"variation":56,"version":57,"items":468,"primary":469,"id":479,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":470},[471,476],{"type":407,"text":472,"spans":473,"direction":29},"The Trap of “Roots”",[474],{"start":37,"end":475,"type":98},19,{"type":26,"text":477,"spans":478,"direction":29},"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":56,"version":57,"items":481,"primary":482,"id":520,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":483},[484,489,502,505,511,514,517],{"type":407,"text":485,"spans":486,"direction":29},"The “Gap”: Another Way to Think About Culture",[487],{"start":37,"end":488,"type":98},45,{"type":26,"text":490,"spans":491,"direction":29},"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.",[492,496,499],{"start":493,"end":494,"type":495},175,185,"em",{"start":497,"end":498,"type":495},214,217,{"start":500,"end":501,"type":495},380,386,{"type":26,"text":503,"spans":504,"direction":29},"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":26,"text":506,"spans":507,"direction":29},"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.",[508],{"start":509,"end":510,"type":495},22,25,{"type":26,"text":512,"spans":513,"direction":29},"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":26,"text":515,"spans":516,"direction":29},"Observing these gaps opens a space for mutual understanding and adjustment, far richer than simplistic oppositions.",[],{"type":26,"text":518,"spans":519,"direction":29},"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":56,"version":57,"items":522,"primary":523,"id":531,"slice_type":88,"slice_label":6},[],{"image":524},{"dimensions":525,"alt":6,"copyright":6,"url":528,"id":529,"edit":530},{"width":526,"height":527},2362,2777,"https://images.prismic.io/ozconsulting/aS7IxHNYClf9nsHo_culture.jpg?auto=format,compress","aS7IxHNYClf9nsHo",{"x":37,"y":37,"zoom":38,"background":39},"single_image$07826af4-6d8a-4c91-b44c-a78e947c2041",{"variation":56,"version":57,"items":533,"primary":534,"id":568,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":535},[536,541,553,559,562,565],{"type":407,"text":537,"spans":538,"direction":29},"Encounter, Dialogue, and the Creation of the Common",[539],{"start":37,"end":540,"type":98},51,{"type":26,"text":542,"spans":543,"direction":29},"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.",[544,547,550],{"start":545,"end":546,"type":495},8,14,{"start":548,"end":549,"type":495},184,191,{"start":551,"end":552,"type":495},211,215,{"type":26,"text":554,"spans":555,"direction":29},"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.",[556],{"start":557,"end":558,"type":495},4,7,{"type":26,"text":560,"spans":561,"direction":29},"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":26,"text":563,"spans":564,"direction":29},"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":26,"text":566,"spans":567,"direction":29},"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$795bf947-4c04-47bf-9c33-c8709b4af858",{"variation":56,"version":57,"items":570,"primary":571,"id":579,"slice_type":88,"slice_label":6},[],{"image":572},{"dimensions":573,"alt":6,"copyright":6,"url":576,"id":577,"edit":578},{"width":574,"height":575},2496,1572,"https://images.prismic.io/ozconsulting/aS7Ix3NYClf9nsHr_adh%C3%A9rer.jpg?auto=format,compress","aS7Ix3NYClf9nsHr",{"x":37,"y":37,"zoom":38,"background":39},"single_image$a327e1f7-ea77-476a-ae95-e56dd78005bd",{"variation":56,"version":57,"items":581,"primary":582,"id":608,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":583},[584,588,591,594,600,603],{"type":407,"text":585,"spans":586,"direction":29},"A Concrete Example in an M&A Context",[587],{"start":37,"end":443,"type":98},{"type":26,"text":589,"spans":590,"direction":29},"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":26,"text":592,"spans":593,"direction":29},"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":26,"text":595,"spans":596,"direction":29},"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.",[597],{"start":598,"end":599,"type":495},149,173,{"type":26,"text":601,"spans":602,"direction":29},"This is why listening, dialogue, and clarification are essential—not to “merge” two cultures, but to make co-action possible.",[],{"type":26,"text":604,"spans":605,"direction":29},"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.",[606],{"start":37,"end":607,"type":98},87,"rich_text$dfba699d-5635-4d76-8924-c2bba2887292",{"variation":56,"version":57,"items":610,"primary":611,"id":740,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":612},[613,619,624,629,636,641,646,651,657,663,668,673,680,685,691,698,706,711,727,732,735],{"type":407,"text":614,"spans":615,"direction":29},"When culture evolves: case study",[616,618],{"start":37,"end":617,"type":495},32,{"start":37,"end":617,"type":98},{"type":26,"text":620,"spans":621,"direction":29},"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.",[622],{"start":37,"end":623,"type":495},275,{"type":26,"text":625,"spans":626,"direction":29},"The Culture Transformation Project begins with one simple question:",[627],{"start":37,"end":628,"type":495},67,{"type":630,"text":631,"spans":632,"direction":29},"list-item","What are the strengths and habits that must be preserved?",[633,635],{"start":37,"end":634,"type":495},57,{"start":37,"end":634,"type":98},{"type":26,"text":637,"spans":638,"direction":29},"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.",[639],{"start":37,"end":640,"type":495},128,{"type":26,"text":642,"spans":643,"direction":29},"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\".",[644],{"start":37,"end":645,"type":495},408,{"type":26,"text":647,"spans":648,"direction":29},"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.",[649],{"start":37,"end":650,"type":495},359,{"type":26,"text":652,"spans":653,"direction":29},"This movement does not deny the old DNA: it complements it.",[654,656],{"start":37,"end":655,"type":495},59,{"start":37,"end":655,"type":98},{"type":658,"text":659,"spans":660,"direction":29},"o-list-item","It's not \"before we were autonomous, now we have to be aligned\".",[661],{"start":37,"end":662,"type":495},64,{"type":658,"text":664,"spans":665,"direction":29},"It is not \"we are losing our singularity\".",[666],{"start":37,"end":667,"type":495},42,{"type":658,"text":669,"spans":670,"direction":29},"It is: \"we keep the relevant autonomy, but we add coordination to avoid blind spots and frustrations\".",[671],{"start":37,"end":672,"type":495},102,{"type":26,"text":674,"spans":675,"direction":29},"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\".",[676,678],{"start":37,"end":677,"type":495},367,{"start":679,"end":677,"type":98},273,{"type":26,"text":681,"spans":682,"direction":29},"The gap is precisely there:",[683],{"start":37,"end":684,"type":495},27,{"type":658,"text":686,"spans":687,"direction":29},"between a past culture that was essential,",[688,689],{"start":37,"end":667,"type":495},{"start":37,"end":690,"type":98},41,{"type":658,"text":692,"spans":693,"direction":29},"and a culture that must integrate other resources to respond to new challenges.",[694,696],{"start":37,"end":695,"type":495},79,{"start":37,"end":697,"type":98},78,{"type":26,"text":699,"spans":700,"direction":29},"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.",[701,703],{"start":37,"end":702,"type":495},15,{"start":704,"end":705,"type":98},73,88,{"type":26,"text":707,"spans":708,"direction":29},"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.",[709],{"start":242,"end":710,"type":98},98,{"type":26,"text":712,"spans":713,"direction":29},"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.",[714,716,719,722,725],{"start":37,"end":715,"type":98},62,{"start":717,"end":718,"type":495},65,90,{"start":720,"end":721,"type":495},140,165,{"start":723,"end":724,"type":495},237,259,{"start":726,"end":501,"type":98},343,{"type":26,"text":728,"spans":729,"direction":29},"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\". ",[730],{"start":411,"end":731,"type":98},194,{"type":26,"text":733,"spans":734,"direction":29},"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":26,"text":736,"spans":737,"direction":29},"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.",[738],{"start":37,"end":739,"type":98},267,"rich_text$bfc5f98d-cd92-420c-b3d6-afd251b50574",{"variation":56,"version":57,"items":742,"primary":743,"id":753,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":744},[745,750],{"type":407,"text":746,"spans":747,"direction":29},"Evolving together: embracing movement",[748],{"start":37,"end":749,"type":98},37,{"type":26,"text":751,"spans":752,"direction":29},"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":56,"version":57,"items":755,"primary":756,"id":771,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":757},[758,762,765,768],{"type":407,"text":759,"spans":760,"direction":29},"A personal dimension: letting the encounter transform us",[761],{"start":37,"end":190,"type":98},{"type":26,"text":763,"spans":764,"direction":29},"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":26,"text":766,"spans":767,"direction":29},"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":26,"text":769,"spans":770,"direction":29},"Culture is never only “outside.” It is in our relationships, emotions, automatisms, blind spots—and in the way we meet the Other.",[],"rich_text$60b496a6-4059-4957-b987-358a7906f6d7",{"variation":56,"version":57,"items":773,"primary":774,"id":793,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":775},[776,781,787,790],{"type":407,"text":777,"spans":778,"direction":29},"A crucial issue for organisations",[779],{"start":37,"end":780,"type":98},33,{"type":26,"text":782,"spans":783,"direction":29},"Seeking a single identity or opposing two cultures creates tensions and resistance.\nWorking with the gap—the zones of encounter and transformation—makes integration easier and allows new dynamics to emerge.",[784],{"start":785,"end":786,"type":495},101,104,{"type":26,"text":788,"spans":789,"direction":29},"This starting point is essential in understanding organisations. What we call “corporate culture” is not a list of values on a wall; it is how people interact, what they expect from one another, how they handle uncertainty, conflict, novelty, and risk.",[],{"type":26,"text":791,"spans":792,"direction":29},"It is a living system—and like any culture, it changes through encounter, not by decree.",[],"rich_text$e76ef5f0-97af-4bd1-9d8b-41042c4261b6",{"variation":56,"version":57,"items":795,"primary":796,"id":804,"slice_type":88,"slice_label":6},[],{"image":797},{"dimensions":798,"alt":6,"copyright":6,"url":801,"id":802,"edit":803},{"width":799,"height":800},3648,5312,"https://images.prismic.io/ozconsulting/aS2lkHNYClf9npF0_woman-black-dress-is-sitting-couch.jpg?auto=format,compress","aS2lkHNYClf9npF0",{"x":37,"y":37,"zoom":38,"background":39},"single_image$6283d546-92de-4c18-b8d7-0143c2398b30",{"variation":56,"version":57,"items":806,"primary":807,"id":825,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":808},[809,813,816,819,822],{"type":407,"text":810,"spans":811,"direction":29},"Ignoring culture: the mistake that makes transformations fail",[812],{"start":37,"end":97,"type":98},{"type":26,"text":814,"spans":815,"direction":29},"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":26,"text":817,"spans":818,"direction":29},"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":26,"text":820,"spans":821,"direction":29},"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":26,"text":823,"spans":824,"direction":29},"A successful transformation is always, in the end, a cultural transformation.",[],"rich_text$1e01514a-ef49-466e-bd17-e7346db1bc59",{"variation":56,"version":57,"items":827,"primary":828,"id":855,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":829},[830,834,837,840,843,846,849,852],{"type":407,"text":831,"spans":832,"direction":29},"This first article opens the conversation.",[833],{"start":37,"end":667,"type":98},{"type":26,"text":835,"spans":836,"direction":29},"The next ones explore:",[],{"type":658,"text":838,"spans":839,"direction":29},"Examples of projects where culture makes a decisive difference",[],{"type":658,"text":841,"spans":842,"direction":29},"What corporate culture really is: its components and how it differs from strategy, vision, or formal values",[],{"type":658,"text":844,"spans":845,"direction":29},"Why cultural impact in mergers & acquisitions is crucial yet so often overlooked",[],{"type":658,"text":847,"spans":848,"direction":29},"Concrete cases showing how considering culture from the start strengthens integration and long-term change",[],{"type":658,"text":850,"spans":851,"direction":29},"Our individual role in shaping culture, including the “micro-cultures” each of us carries",[],{"type":658,"text":853,"spans":854,"direction":29},"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":350,"uid":355,"url":6,"type":7,"href":858,"tags":859,"first_publication_date":353,"last_publication_date":354,"slugs":860,"linked_documents":861,"lang":15,"alternate_languages":862,"data":865},"https://ozconsulting.cdn.prismic.io/api/v2/documents/search?ref=adul1BEAAC4AnLlE&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22aDWpQhIAACkAR8yi%22%29+%5D%5D",[342],[352],[],[863],{"id":864,"type":7,"lang":19,"uid":355},"aDQstRIAACcARXK5",{"publication_date":866,"title":867,"excerpt":868,"thumbnail":872,"header_image":879,"featured":886,"category":887,"footer_button_links":893,"slices":895,"meta_title":867,"meta_description":1118,"meta_image":1119},"2025-05-25T08:39:00+0000","Burnout: Definition, Signs and Real Stories",[869],{"type":26,"text":870,"spans":871,"direction":29},"Beyond the numbers: definition of burnout, symptoms vs. boreout, and lived experiences to spot risks early and avoid collapse.",[],{"dimensions":873,"alt":6,"copyright":6,"url":876,"id":877,"edit":878},{"width":874,"height":875},1267,1772,"https://images.prismic.io/ozconsulting/aDVuhidWJ-7kSkHA_2.jpeg?auto=format,compress","aDVuhidWJ-7kSkHA",{"x":37,"y":37,"zoom":38,"background":39},{"dimensions":880,"alt":6,"copyright":6,"url":883,"id":884,"edit":885},{"width":881,"height":882},1587,2245,"https://images.prismic.io/ozconsulting/aNgQgZ5xUNkB1LOp_BlueBoldModernFashionComingSoonPoster-5.png?auto=format,compress","aNgQgZ5xUNkB1LOp",{"x":37,"y":37,"zoom":38,"background":39},true,{"id":888,"type":46,"tags":889,"lang":15,"slug":342,"first_publication_date":890,"last_publication_date":891,"uid":342,"link_type":50,"key":892,"isBroken":43},"aDWozxIAACgAR8u1",[],"2025-05-27T11:58:10+0000","2025-12-08T07:42:03+0000","096a9cf7-da57-430b-be14-83915adebb08",[894],{"label":6,"url":6,"icon":6},[896,936,947,958,968,985,1067,1078,1100],{"variation":56,"version":57,"items":897,"primary":898,"id":935,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":899},[900,903,906,909,921],{"type":407,"text":901,"spans":902,"direction":29},"Burnout: the faces of burnout",[],{"type":26,"text":904,"spans":905,"direction":29},"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":26,"text":907,"spans":908,"direction":29},"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":26,"text":910,"spans":911,"direction":29},"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?",[912,915,918],{"start":913,"end":914,"type":495},154,172,{"start":916,"end":917,"type":98},467,505,{"start":919,"end":920,"type":98},507,603,{"type":26,"text":922,"spans":923,"direction":29},"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.",[924,927],{"start":925,"end":926,"type":495},46,70,{"start":928,"end":929,"type":930,"data":931},74,83,"hyperlink",{"link_type":932,"url":933,"target":934},"Web","https://youtu.be/nD3mu8UjIvc?si=v-h-HRBdcBHRHb7b&utm_source=chatgpt.com","_new","rich_text$3c09878b-4af6-44be-b1eb-cf30b4629040",{"variation":56,"version":57,"items":937,"primary":938,"id":946,"slice_type":88,"slice_label":6},[],{"image":939},{"dimensions":940,"alt":6,"copyright":6,"url":943,"id":944,"edit":945},{"width":941,"height":942},5600,3726,"https://images.prismic.io/ozconsulting/aLIC7GGNHVfTOdK5_young-entrepreneur-tired-work.jpg?auto=format,compress","aLIC7GGNHVfTOdK5",{"x":37,"y":37,"zoom":38,"background":39},"single_image$e9788ba3-9e2c-4286-bd06-a149e02569b4",{"variation":56,"version":57,"items":948,"primary":949,"id":957,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":950},[951,954],{"type":407,"text":952,"spans":953,"direction":29},"When work takes it all",[],{"type":26,"text":955,"spans":956,"direction":29},"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$586943fb-cdfc-4020-9cf2-0acb8191ba30",{"variation":56,"version":57,"items":959,"primary":960,"id":967,"slice_type":88,"slice_label":6},[],{"image":961},{"dimensions":962,"alt":6,"copyright":6,"url":964,"id":965,"edit":966},{"width":963,"height":799},5472,"https://images.prismic.io/ozconsulting/aLSqyGGNHVfTOeJT_true-friends.jpg?auto=format,compress","aLSqyGGNHVfTOeJT",{"x":37,"y":37,"zoom":38,"background":39},"single_image$f6c3346f-88c8-48bf-b60c-68b7ae006cf4",{"variation":56,"version":57,"items":969,"primary":970,"id":984,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":971},[972,975,978],{"type":407,"text":973,"spans":974,"direction":29},"And me, in all this?",[],{"type":26,"text":976,"spans":977,"direction":29},"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":26,"text":979,"spans":980,"direction":29},"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.",[981],{"start":982,"end":983,"type":98},494,538,"rich_text$3fa36985-498e-4fbf-addf-2690076b2e25",{"variation":56,"version":57,"items":986,"primary":987,"id":1066,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":988},[989,992,1000,1009,1014,1019,1022,1025,1028,1031,1037,1040,1043,1046,1049,1055,1063],{"type":407,"text":990,"spans":991,"direction":29},"But what is burnout?",[],{"type":26,"text":993,"spans":994,"direction":29},"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.",[995],{"start":684,"end":996,"type":930,"data":997},48,{"link_type":932,"url":998,"target":999},"https://en.wikipedia.org/wiki/Herbert_Freudenberger","_self",{"type":26,"text":1001,"spans":1002,"direction":29},"Christina Maslach, an author I particularly appreciate, talks about three dimensions: exhaustion, depersonalization, loss of accomplishment.",[1003,1007],{"start":37,"end":1004,"type":930,"data":1005},17,{"link_type":932,"url":1006,"target":999},"https://youtu.be/2Ag3-H0gNdw?si=3U9Us51XmyCdw7pW",{"start":1008,"end":720,"type":98},86,{"type":26,"text":1010,"spans":1011,"direction":29},"She defines burnout as a syndrome of emotional exhaustion, depersonalization and reduced personal accomplishment",[1012],{"start":443,"end":1013,"type":98},112,{"type":26,"text":1015,"spans":1016,"direction":29},"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\". ",[1017],{"start":272,"end":1018,"type":98},80,{"type":26,"text":1020,"spans":1021,"direction":29},"It is characterized by three dimensions:",[],{"type":658,"text":1023,"spans":1024,"direction":29},"feelings of exhaustion or lack of energy;",[],{"type":658,"text":1026,"spans":1027,"direction":29},"increased mental distance from work, or feelings of negativism or cynicism about work;",[],{"type":658,"text":1029,"spans":1030,"direction":29},"reduced professional efficiency. »",[],{"type":26,"text":1032,"spans":1033,"direction":29},"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.",[1034],{"start":1035,"end":1036,"type":98},130,156,{"type":26,"text":1038,"spans":1039,"direction":29},"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":26,"text":1041,"spans":1042,"direction":29}," ",[],{"type":407,"text":1044,"spans":1045,"direction":29},"Burnout or bore-out: two sides of the same coin",[],{"type":26,"text":1047,"spans":1048,"direction":29},"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":26,"text":1050,"spans":1051,"direction":29},"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.",[1052],{"start":1053,"end":1054,"type":98},212,278,{"type":26,"text":1056,"spans":1057,"direction":29},"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?",[1058,1061],{"start":1059,"end":1060,"type":98},16,169,{"start":1062,"end":1060,"type":495},72,{"type":26,"text":1064,"spans":1065,"direction":29},"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$02027a04-22cb-473a-b44f-8bd33360a190",{"variation":56,"version":57,"items":1068,"primary":1069,"id":1077,"slice_type":88,"slice_label":6},[],{"image":1070},{"dimensions":1071,"alt":6,"copyright":6,"url":1074,"id":1075,"edit":1076},{"width":1072,"height":1073},5000,3471,"https://images.prismic.io/ozconsulting/aLIC4WGNHVfTOdK3_question-mark-icon-solving-problem-solution-concept.jpg?auto=format,compress","aLIC4WGNHVfTOdK3",{"x":37,"y":37,"zoom":38,"background":39},"single_image$b2db835e-4d1e-478a-8840-9e2f366e2d44",{"variation":56,"version":57,"items":1079,"primary":1080,"id":1099,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":1081},[1082,1085,1088,1091],{"type":407,"text":1083,"spans":1084,"direction":29},"And you, in all this? How would you define burnout? How do you live it?",[],{"type":26,"text":1086,"spans":1087,"direction":29},"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":26,"text":1089,"spans":1090,"direction":29},"How can we distinguish a two-week sick leave for a temporary drop in speed from a \"real\" burnout?",[],{"type":26,"text":1092,"spans":1093,"direction":29},"The following article guides you through the stages of burnout and offers a self-assessment tool to help you see things more clearly.",[1094,1098],{"start":690,"end":1095,"type":930,"data":1096},133,{"link_type":932,"url":1097,"target":999},"https://www.ozconsulting.lu/fr/blog/suis-je-en-burnout-comment-le-reconnaitre",{"start":690,"end":1095,"type":98},"rich_text$5c7cf7de-3b7a-4787-b0e9-6197b2bb606d",{"variation":56,"version":57,"items":1101,"primary":1102,"id":1116,"slice_type":1117,"slice_label":6},[],{"content":1103,"post":1108,"url":6},[1104],{"type":26,"text":1105,"spans":1106,"direction":29},"Read more:\nHow do you know if you are burned out? The 12 Stages of Exhaustion. Take the test! ",[1107],{"start":37,"end":297,"type":98},{"id":1109,"type":7,"tags":1110,"lang":15,"slug":1111,"first_publication_date":1112,"last_publication_date":1113,"uid":1114,"link_type":50,"key":1115,"isBroken":43},"aDWopBIAACkAR8tm",[342],"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","box_link_to_post","What is burnout? A clear definition, key warning signs, and first-person stories to understand workplace exhaustion and how to prevent it.",{"dimensions":1120,"alt":1123,"copyright":6,"url":1124,"id":884,"edit":1125},{"width":1121,"height":1122},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":37,"y":1126,"zoom":38,"background":39},706,{"id":340,"uid":346,"url":6,"type":7,"href":1128,"tags":1129,"first_publication_date":344,"last_publication_date":345,"slugs":1130,"linked_documents":1131,"lang":15,"alternate_languages":1132,"data":1136},"https://ozconsulting.cdn.prismic.io/api/v2/documents/search?ref=adul1BEAAC4AnLlE&q=%5B%5B%3Ad+%3D+at%28document.id%2C+%22aDWo7BIAACsAR8vy%22%29+%5D%5D",[342],[343],[],[1133],{"id":1134,"type":7,"lang":19,"uid":1135},"aDQr5RIAACwARXFa","burn-out--quand-les-chiffres-crient--luxembourg--tendances",{"publication_date":1137,"title":1138,"excerpt":1139,"thumbnail":1143,"header_image":1149,"featured":43,"category":1152,"footer_button_links":1155,"slices":1157,"meta_title":1138,"meta_description":1141,"meta_image":1607},"2025-05-26T08:39:00+0000","Burnout in Luxembourg: What the Numbers Reveal",[1140],{"type":26,"text":1141,"spans":1142,"direction":29},"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":1144,"alt":6,"copyright":6,"url":1146,"id":1147,"edit":1148},{"width":1145,"height":875},1008,"https://images.prismic.io/ozconsulting/aDVuYCdWJ-7kSkGR_1.jpeg?auto=format,compress","aDVuYCdWJ-7kSkGR",{"x":37,"y":37,"zoom":38,"background":39},{"dimensions":1150,"alt":6,"copyright":6,"url":1146,"id":1147,"edit":1151},{"width":1145,"height":875},{"x":37,"y":37,"zoom":38,"background":39},{"id":888,"type":46,"tags":1153,"lang":15,"slug":342,"first_publication_date":890,"last_publication_date":891,"uid":342,"link_type":50,"key":1154,"isBroken":43},[],"aea2dc29-d78e-4128-8afa-5da503323a10",[1156],{"label":6,"url":6,"icon":6},[1158,1168,1179,1271,1282,1394,1404,1510,1521,1551,1562,1585,1590,1595],{"variation":56,"version":57,"items":1159,"primary":1160,"id":1167,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":1161},[1162],{"type":407,"text":1163,"spans":1164,"direction":29},"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?",[1165],{"start":37,"end":1166,"type":98},50,"rich_text$ecf83c49-d999-4cec-9fef-3138b1026191",{"variation":56,"version":57,"items":1169,"primary":1170,"id":1178,"slice_type":88,"slice_label":6},[],{"image":1171},{"dimensions":1172,"alt":6,"copyright":6,"url":1175,"id":1176,"edit":1177},{"width":1173,"height":1174},3000,4500,"https://images.prismic.io/ozconsulting/aLacpWGNHVfTOguw_lonely-girl-near-window-thinking-about-something.jpg?auto=format,compress","aLacpWGNHVfTOguw",{"x":37,"y":37,"zoom":38,"background":39},"single_image$59709951-f6b1-4764-8c05-e559dacfbddb",{"variation":56,"version":57,"items":1180,"primary":1181,"id":1270,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":1182},[1183,1193,1207,1216,1222,1231,1234,1238,1244,1248,1252,1262],{"type":26,"text":1184,"spans":1185,"direction":29},"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).",[1186,1189,1191],{"start":1187,"end":1188,"type":98},3,9,{"start":913,"end":1190,"type":98},158,{"start":552,"end":1192,"type":98},249,{"type":26,"text":1194,"spans":1195,"direction":29},"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.",[1196,1197,1200,1203,1205],{"start":1187,"end":297,"type":98},{"start":1198,"end":1199,"type":495},34,43,{"start":1198,"end":242,"type":930,"data":1201},{"link_type":932,"url":1202,"target":999},"https://www.thetimes.com/business-money/companies/article/85-percent-workforce-burnout-mental-health-reed-pvcqwt3l3)",{"start":1204,"end":929,"type":98},69,{"start":1206,"end":598,"type":98},137,{"type":26,"text":1208,"spans":1209,"direction":29},"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.",[1210,1212,1214],{"start":1211,"end":97,"type":98},39,{"start":1213,"end":705,"type":98},66,{"start":1215,"end":494,"type":98},181,{"type":26,"text":1217,"spans":1218,"direction":29},"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.",[1219,1220],{"start":459,"end":411,"type":98},{"start":645,"end":1221,"type":98},428,{"type":26,"text":1223,"spans":1224,"direction":29},"On a global scale, a McKinsey study  (2022, 15,000 employees surveyed in 15 countries)",[1225,1226,1229],{"start":37,"end":1004,"type":98},{"start":475,"end":443,"type":930,"data":1227},{"link_type":932,"url":1228,"target":999},"https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-burnout?",{"start":1230,"end":443,"type":98},21,{"type":26,"text":1232,"spans":1233,"direction":29},"This survey reveals that:",[],{"type":630,"text":1235,"spans":1236,"direction":29},"66% of employees say they experience symptoms related to burnout.",[1237],{"start":37,"end":1187,"type":98},{"type":630,"text":1239,"spans":1240,"direction":29}," And 1 in 4 experience a high level of burnout",[1241],{"start":1242,"end":1243,"type":98},5,11,{"type":630,"text":1245,"spans":1246,"direction":29},"The most common symptoms expressed? Exhaustion, mental distancing, cognitive and emotional disorders.",[1247],{"start":443,"end":785,"type":98},{"type":630,"text":1249,"spans":1250,"direction":29},"The pandemic has made the situation worse: 9 out of 10 employers have seen an increase in anxiety and depression in their teams.",[1251],{"start":1199,"end":662,"type":98},{"type":630,"text":1253,"spans":1254,"direction":29},"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.",[1255,1257,1259],{"start":1256,"end":628,"type":98},60,{"start":1204,"end":1258,"type":98},85,{"start":1260,"end":1261,"type":98},126,146,{"type":630,"text":1263,"spans":1264,"direction":29},"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.",[1265,1267],{"start":704,"end":1266,"type":98},111,{"start":1268,"end":1269,"type":98},147,174,"rich_text$c6d0596d-4cfb-436e-b846-c0eb8fdaec07",{"variation":56,"version":57,"items":1272,"primary":1273,"id":1281,"slice_type":88,"slice_label":6},[],{"image":1274},{"dimensions":1275,"alt":6,"copyright":6,"url":1278,"id":1279,"edit":1280},{"width":1276,"height":1277},5315,2862,"https://images.prismic.io/ozconsulting/aLdBKmGNHVfTOiVL_business-concept.jpg?auto=format,compress","aLdBKmGNHVfTOiVL",{"x":37,"y":37,"zoom":38,"background":39},"single_image$ea561d38-2e3e-4592-9e7b-002d3d349a65",{"variation":56,"version":57,"items":1283,"primary":1284,"id":1393,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":1285},[1286,1293,1310,1313,1319,1327,1331,1336,1341,1344,1350,1354,1363,1368,1372,1375,1378,1382,1385,1389,1391],{"type":1287,"text":1288,"spans":1289,"direction":29},"heading1","State of the Global Workplace: 2024 Report",[1290],{"start":37,"end":667,"type":930,"data":1291},{"link_type":932,"url":1292,"target":999},"https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx",{"type":26,"text":1294,"spans":1295,"direction":29},"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.",[1296,1298,1301,1304,1307],{"start":1297,"end":710,"type":98},68,{"start":1299,"end":1300,"type":98},188,219,{"start":1302,"end":1303,"type":98},289,315,{"start":1305,"end":1306,"type":98},364,405,{"start":1308,"end":1309,"type":98},536,561,{"type":26,"text":1311,"spans":1312,"direction":29},"",[],{"type":407,"text":1314,"spans":1315,"direction":29},"Here's what the Gallup report says about burnout and stress at work.",[1316],{"start":1059,"end":1317,"type":930,"data":1318},29,{"link_type":932,"url":1292,"target":999},{"type":26,"text":1320,"spans":1321,"direction":29},"Prevalence of burnout among leaders: A quarter of leaders feel burned out often or always, and two-thirds feel it at least sometimes.",[1322,1324],{"start":37,"end":1323,"type":98},35,{"start":1325,"end":1326,"type":98},63,89,{"type":26,"text":1328,"spans":1329,"direction":29},"Employee stress: 41% of employees report feeling \"a lot of stress\". This stress varies considerably depending on the management of organizations:",[1330],{"start":37,"end":702,"type":98},{"type":630,"text":1332,"spans":1333,"direction":29},"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.",[1334],{"start":1335,"end":1260,"type":98},95,{"type":630,"text":1337,"spans":1338,"direction":29},"Employees under poor management are about 30% more likely to report \"a lot of stress\" than the unemployed.",[1339],{"start":667,"end":1340,"type":98},105,{"type":630,"text":1342,"spans":1343,"direction":29},"Increasing stress is leading to a rapid increase in incivility at work.",[],{"type":26,"text":1345,"spans":1346,"direction":29},"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.",[1347,1349],{"start":37,"end":1348,"type":98},20,{"start":97,"end":1035,"type":98},{"type":26,"text":1351,"spans":1352,"direction":29},"Inefficient and effective solutions:",[1353],{"start":37,"end":1323,"type":98},{"type":630,"text":1355,"spans":1356,"direction":29},"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.",[1357,1360],{"start":1358,"end":1359,"type":98},26,91,{"start":1361,"end":1362,"type":98},243,331,{"type":630,"text":1364,"spans":1365,"direction":29},"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.",[1366],{"start":717,"end":1367,"type":98},202,{"type":26,"text":1369,"spans":1370,"direction":29},"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).",[1371],{"start":37,"end":1198,"type":98},{"type":26,"text":1373,"spans":1374,"direction":29},"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":26,"text":1351,"spans":1376,"direction":29},[1377],{"start":37,"end":1323,"type":98},{"type":630,"text":1355,"spans":1379,"direction":29},[1380,1381],{"start":1358,"end":1359,"type":98},{"start":1361,"end":1362,"type":98},{"type":630,"text":1364,"spans":1383,"direction":29},[1384],{"start":717,"end":1367,"type":98},{"type":26,"text":1386,"spans":1387,"direction":29},"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).",[1388],{"start":37,"end":1198,"type":98},{"type":26,"text":1373,"spans":1390,"direction":29},[],{"type":26,"text":1041,"spans":1392,"direction":29},[],"rich_text$7e94da7d-ad5a-4d9f-bf4f-2a773333aa36",{"variation":56,"version":57,"items":1395,"primary":1396,"id":1403,"slice_type":88,"slice_label":6},[],{"image":1397},{"dimensions":1398,"alt":6,"copyright":6,"url":1400,"id":1401,"edit":1402},{"width":1399,"height":1399},2000,"https://images.prismic.io/ozconsulting/aLc-eGGNHVfTOiTQ_OQ37D20.jpg?auto=format,compress","aLc-eGGNHVfTOiTQ",{"x":37,"y":37,"zoom":38,"background":39},"single_image$edaa8ed9-7819-4971-ba66-0652f45c7ff0",{"variation":56,"version":57,"items":1405,"primary":1406,"id":1509,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":1407},[1408,1414,1430,1435,1438,1443,1447,1452,1456,1460,1464,1468,1473,1477,1482,1486,1493,1498,1501,1506],{"type":407,"text":1409,"spans":1410,"direction":29},"What happens in Parliament",[1411],{"start":37,"end":1358,"type":930,"data":1412},{"link_type":932,"url":1413,"target":999},"https://www.chd.lu/fr/question/29178",{"type":26,"text":1415,"spans":1416,"direction":29},"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 )",[1417,1419,1422,1426,1428],{"start":1187,"end":1418,"type":98},24,{"start":1420,"end":1421,"type":98},157,164,{"start":1423,"end":1424,"type":930,"data":1425},167,222,{"link_type":932,"url":1413,"target":999},{"start":1423,"end":1427,"type":98},196,{"start":1429,"end":1424,"type":98},209,{"type":26,"text":1431,"spans":1432,"direction":29},"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.",[1433],{"start":1359,"end":1434,"type":98},114,{"type":26,"text":1436,"spans":1437,"direction":29},"It therefore calls on the government to provide:",[],{"type":630,"text":1439,"spans":1440,"direction":29},"the number of burnout diagnoses made in the last 12 months,",[1441],{"start":557,"end":1442,"type":98},31,{"type":630,"text":1444,"spans":1445,"direction":29},"the most affected age groups,",[1446],{"start":557,"end":459,"type":98},{"type":630,"text":1448,"spans":1449,"direction":29},"the evolution of these figures over the last five years,",[1450],{"start":557,"end":1451,"type":98},30,{"type":630,"text":1453,"spans":1454,"direction":29},"the number and duration of work stoppages related to burnout,",[1455],{"start":557,"end":690,"type":98},{"type":630,"text":1457,"spans":1458,"direction":29},"coverage by the CNS in the event of burnout,",[1459],{"start":37,"end":475,"type":98},{"type":630,"text":1461,"spans":1462,"direction":29},"whether the recognition of burnout as an occupational disease is envisaged,",[1463],{"start":545,"end":97,"type":98},{"type":630,"text":1465,"spans":1466,"direction":29},"and finally whether the government is ready to launch a specific study to obtain more precise data.",[1467],{"start":190,"end":926,"type":98},{"type":407,"text":1469,"spans":1470,"direction":29},"What the minister replied",[1471],{"start":37,"end":510,"type":930,"data":1472},{"link_type":932,"url":1413,"target":999},{"type":26,"text":1474,"spans":1475,"direction":29},"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.",[1476],{"start":475,"end":690,"type":98},{"type":26,"text":1478,"spans":1479,"direction":29},"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.",[1480],{"start":1481,"end":928,"type":98},53,{"type":26,"text":1483,"spans":1484,"direction":29},"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.",[1485],{"start":1340,"end":598,"type":98},{"type":26,"text":1487,"spans":1488,"direction":29},"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.",[1489,1490],{"start":1243,"end":443,"type":98},{"start":1491,"end":1492,"type":495},82,92,{"type":26,"text":1494,"spans":1495,"direction":29},"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",[1496],{"start":37,"end":1497,"type":98},232,{"type":407,"text":1499,"spans":1500,"direction":29},"What do you think?",[],{"type":26,"text":1502,"spans":1503,"direction":29},"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.",[1504],{"start":272,"end":1505,"type":98},131,{"type":26,"text":1507,"spans":1508,"direction":29},"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$e02033c3-edcb-4b59-bb21-112b302cd1a6",{"variation":56,"version":57,"items":1511,"primary":1512,"id":1520,"slice_type":88,"slice_label":6},[],{"image":1513},{"dimensions":1514,"alt":6,"copyright":6,"url":1517,"id":1518,"edit":1519},{"width":1515,"height":1516},6949,4638,"https://images.prismic.io/ozconsulting/aLafoGGNHVfTOgwP_globe-care-with-stethoscope-blue-background.jpg?auto=format,compress","aLafoGGNHVfTOgwP",{"x":37,"y":37,"zoom":38,"background":39},"single_image$e66273d6-5964-4276-83ae-9192b8b7eb8f",{"variation":56,"version":57,"items":1522,"primary":1523,"id":1550,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":1524},[1525,1528,1532,1535,1538,1541,1544,1547],{"type":407,"text":1526,"spans":1527,"direction":29},"The OMS's position",[],{"type":26,"text":1529,"spans":1530,"direction":29},"What does the WHO say about the non-recognition of burnout as a disease?",[1531],{"start":37,"end":1062,"type":98},{"type":26,"text":1533,"spans":1534,"direction":29},"Burnout is not recognized as a disease by the WHO because:",[],{"type":630,"text":1536,"spans":1537,"direction":29},"There are no universal diagnostic criteria to clearly distinguish it from other disorders such as depression.",[],{"type":630,"text":1539,"spans":1540,"direction":29},"Its symptoms overlap with other pathologies",[],{"type":630,"text":1542,"spans":1543,"direction":29},"It is defined only in the context of work, which limits it,",[],{"type":630,"text":1545,"spans":1546,"direction":29},"and its recognition as a disease could lead to abuse due to the lack of reliable diagnostic tools.",[],{"type":26,"text":1548,"spans":1549,"direction":29},"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":56,"version":57,"items":1552,"primary":1553,"id":1561,"slice_type":88,"slice_label":6},[],{"image":1554},{"dimensions":1555,"alt":6,"copyright":6,"url":1558,"id":1559,"edit":1560},{"width":1556,"height":1557},7900,5256,"https://images.prismic.io/ozconsulting/aLbggGGNHVfTOhTe_collage-customer-experience-concept.jpg?auto=format,compress","aLbggGGNHVfTOhTe",{"x":37,"y":37,"zoom":38,"background":39},"single_image$267a5452-d1dd-48a7-9e81-ae552e77d45a",{"variation":56,"version":57,"items":1563,"primary":1564,"id":1584,"slice_type":77,"slice_label":6},[],{"anchor":6,"content":1565},[1566,1569,1572,1575],{"type":407,"text":1567,"spans":1568,"direction":29},"What are your conclusions... What do you observe in your company and with your loved ones?",[],{"type":26,"text":1570,"spans":1571,"direction":29},"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":26,"text":1573,"spans":1574,"direction":29},"Burnout is not a fatality, but a signal that invites us to act differently.",[],{"type":26,"text":1576,"spans":1577,"direction":29},"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\".",[1578,1583],{"start":1579,"end":1580,"type":930,"data":1581},160,238,{"link_type":932,"url":1582,"target":999},"https://www.ozconsulting.lu/fr/blog/definition-et-mesure-du-burnout",{"start":1579,"end":1580,"type":98},"rich_text$4e0ef57c-e2bb-496d-85b0-d2a46bae111f",{"variation":56,"version":57,"items":1586,"primary":1587,"id":1588,"slice_type":1589,"slice_label":6},[],{},"divider$3404ccbb-12b7-4b26-8840-68eba6e708b6","divider",{"variation":56,"version":57,"items":1591,"primary":1592,"id":1593,"slice_type":1594,"slice_label":6},[],{},"contact_me$a948bb12-842f-4138-b743-8ec21a38d9af","contact_me",{"variation":56,"version":57,"items":1596,"primary":1597,"id":1606,"slice_type":1117,"slice_label":6},[],{"content":1598,"post":1603,"url":6},[1599],{"type":26,"text":1600,"spans":1601,"direction":29},"Read more:\nWhat is burnout? The faces of exhaustion",[1602],{"start":37,"end":297,"type":98},{"id":350,"type":7,"tags":1604,"lang":15,"slug":352,"first_publication_date":353,"last_publication_date":354,"uid":355,"link_type":50,"key":1605,"isBroken":43},[342],"9a35fa7c-dc03-4afe-bf3c-43542b75281e","box_link_to_post$ea1781eb-8859-4c03-87bb-37c68a39d73e",{"dimensions":1608,"alt":1609,"copyright":6,"url":1610,"id":1611,"edit":1612},{"width":1121,"height":1122},"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":37,"y":1613,"zoom":38,"background":39},392,1776002827735]