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OHS · Occupational Health and Safety · programme 03

Prevent burnout

Raise awareness of psychosocial risks (PSR) and the right to disconnect.

Why this programme

A programme that strikes the right tone, letting people talk about psychosocial risks without exposing themselves. Anonymous votes reveal what the room is going through, the challenges provide pointers, and management receives a clear and respectful signal.

It represents an erosion in values, dignity, spirit, and will—an erosion of the human soul.

Christina Maslach and Michael P. Leiterpsychologists, burnout specialists (Maslach Burnout Inventory)The Truth About Burnout: How Organizations Cause Personal Stress and What to Do About It (Jossey-Bass), 1997

What your teams experience

  1. The signals: recognise signs of exhaustion in realistic situations.
  2. The barometer: an anonymous vote on workload, pace and switching off.
  3. Switching off: work out practical rules for switching off, as a team.
  4. The resources: identify the contacts and support available within the company.

Each activity opens and closes with a projected cinematic sequence, personalised for your teams. The facilitator sets the pace: nothing moves forward without them.

What the company gains

Shared awareness, co-written disconnection rules, and a barometer for management.

29 %

In 2025, 29% of respondents reported that they experienced 'Stress, depression or anxiety' during the last 12 months, that were caused or made worse by their work.

European Agency for Safety and Health at Work (EU-OSHA)OSH Pulse 2025: Mental health at work, 2025

How we tailor it to you

Your wording, departments, figures and photos are built into the challenges and cinematic sequences, to the letter. The look follows your brand guidelines. Teams are formed on the spot or based on your organisation chart. The session report is delivered to you after the event.

The sources of this programme

Every game, measure and reminder in this programme builds on published research. The facilitator cites it in the debriefs, and you can check every reference.

  1. Organisation mondiale de la santé (2019). Burn-out an "occupational phenomenon": International Classification of Diseases (CIM-11, QD85) (rapport). www.who.int/news/item/28-05-2019-burn-out-an-occupational-phenomenon-international-classification-of-diseases
  2. Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: Recent research and its implications for psychiatry. World Psychiatry, 15(2), 103-111. 10.1002/wps.20311
  3. Karasek, R. A. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly, 24(2), 285-308. 10.2307/2392498
  4. Siegrist, J. (1996). Adverse health effects of high-effort/low-reward conditions. Journal of Occupational Health Psychology, 1(1), 27-41. 10.1037/1076-8998.1.1.27
  5. Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328. 10.1108/02683940710733115
  6. Nahrgang, J. D., Morgeson, F. P., & Hofmann, D. A. (2011). Safety at work: A meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes. Journal of Applied Psychology, 96(1), 71-94. 10.1037/a0021484
  7. Panagioti, M., Panagopoulou, E., et al. (2017). Controlled interventions to reduce burnout in physicians: A systematic review and meta-analysis. JAMA Internal Medicine, 177(2), 195-205. 10.1001/jamainternmed.2016.7674
  8. Schaufeli, W. B., Desart, S., & De Witte, H. (2020). Burnout Assessment Tool (BAT): Development, validity, and reliability. International Journal of Environmental Research and Public Health, 17(24), 9495. 10.3390/ijerph17249495
  9. Demerouti, E., Bakker, A. B., Vardakou, I., & Kantas, A. (2003). The convergent validity of two burnout instruments. European Journal of Psychological Assessment, 19(1), 12-23. 10.1027//1015-5759.19.1.12
The foundations shared by all our programmes (20 references)

The mechanics of our sessions: team play, the debrief, the before-and-after measure, spaced reminders.

  1. Zohar, D. (1980). Safety climate in industrial organizations: Theoretical and applied implications. Journal of Applied Psychology, 65(1), 96-102. 10.1037/0021-9010.65.1.96
  2. Zohar, D. (2010). Thirty years of safety climate research: Reflections and future directions. Accident Analysis & Prevention, 42(5), 1517-1522. 10.1016/j.aap.2009.12.019
  3. Christian, M. S., Bradley, J. C., Wallace, J. C., & Burke, M. J. (2009). Workplace safety: A meta-analysis of the roles of person and situation factors. Journal of Applied Psychology, 94(5), 1103-1127. 10.1037/a0016172
  4. Clarke, S. (2006). The relationship between safety climate and safety performance: A meta-analytic review. Journal of Occupational Health Psychology, 11(4), 315-327. 10.1037/1076-8998.11.4.315
  5. Beus, J. M., Payne, S. C., Bergman, M. E., & Arthur, W., Jr. (2010). Safety climate and injuries: An examination of theoretical and empirical relationships. Journal of Applied Psychology, 95(4), 713-727. 10.1037/a0019164
  6. Hofmann, D. A., Burke, M. J., & Zohar, D. (2017). 100 years of occupational safety research: From basic protections and work analysis to a multilevel view of workplace safety and risk. Journal of Applied Psychology, 102(3), 375-388. 10.1037/apl0000114
  7. Burke, M. J., Sarpy, S. A., Smith-Crowe, K., Chan-Serafin, S., Salvador, R. O., & Islam, G. (2006). Relative effectiveness of worker safety and health training methods. American Journal of Public Health, 96(2), 315-324. 10.2105/AJPH.2004.059840
  8. Burke, M. J., Salvador, R. O., Smith-Crowe, K., Chan-Serafin, S., Smith, A., & Sonesh, S. (2011). The dread factor: How hazards and safety training influence learning and performance. Journal of Applied Psychology, 96(1), 46-70. 10.1037/a0021838
  9. Witte, K. (1992). Putting the fear back into fear appeals: The extended parallel process model. Communication Monographs, 59(4), 329-349. 10.1080/03637759209376276
  10. Witte, K., & Allen, M. (2000). A meta-analysis of fear appeals: Implications for effective public health campaigns. Health Education & Behavior, 27(5), 591-615. 10.1177/109019810002700506
  11. Tannenbaum, M. B., Hepler, J., Zimmerman, R. S., et al. (2015). Appealing to fear: A meta-analysis of fear appeal effectiveness and theories. Psychological Bulletin, 141(6), 1178-1204. 10.1037/a0039729
  12. Ruiter, R. A. C., Kessels, L. T. E., Peters, G.-J. Y., & Kok, G. (2014). Sixty years of fear appeal research: Current state of the evidence. International Journal of Psychology, 49(2), 63-70. 10.1002/ijop.12042
  13. Reason, J. (1990). Human Error. Cambridge University Press (ouvrage).
  14. Reason, J. (1997). Managing the Risks of Organizational Accidents. Ashgate (ouvrage).
  15. Dekker, S. (2007). Just Culture: Balancing Safety and Accountability. Ashgate (ouvrage).
  16. République tunisienne. Code du travail : « Hygiène et sécurité des travailleurs » et « Médecine du travail » (art. 153 : service de médecine du travail propre ou commun) (texte légal). ; https://www.jurisitetunisie.com/tunisie/codes/ct/Ct1215.htm www.jurisitetunisie.com/tunisie/codes/ct/Ct1140.htm
  17. République tunisienne. Loi n° 90-77 du 7 août 1990 portant création de l'Institut de santé et de sécurité au travail, modifiée par la loi n° 96-9 (texte légal). www.social.gov.tn/en/law-no-77-1990-dated-august-7-1990-relating-creation-institute-occupational-health-and-safety
  18. République tunisienne. Loi n° 94-28 du 21 février 1994 portant régime de réparation des préjudices résultant des accidents du travail et des maladies professionnelles, JORT n° 15 du 22 février 1994, 308-318 (texte légal). www.isst.nat.tn/fr/article/loi-n-94-28-du-21-fevrier-1994
  19. République tunisienne. Loi n° 2004-71 du 2 août 2004 portant institution d'un régime d'assurance maladie (création de la CNAM, qui gère la réparation des accidents du travail et maladies professionnelles) (texte légal). www.cnam.nat.tn/lacaisse.jsp
  20. Ministère des Affaires sociales & Organisation internationale du Travail (2023). Profil national de la sécurité et de la santé au travail en Tunisie (rapport). www.social.gov.tn/sites/default/files/2024-01/Profil%20National%20de%20la%20S%C3%A9curit%C3%A9%20et%20de%20la%20Sant%C3%A9%20au%20Travail%20en%20Tunisie%20(VF)_0.pdf

Before you book

What is digital team building?

A team building session in which teams play challenges on participants' phones while a big screen shows the running order, the scores and the cinematic sequences. A facilitator runs the room from start to finish. Everything happens in person.

Do we need to install an app?

No. Participants scan a QR code and play in their phone's browser. No account, no password, no installation. It works on iPhone and Android.

Is there a limit on the number of participants?

No. The platform adapts to your headcount, from a small team to the whole company, in one or several rooms.

Demo

See “Prevent burnout” in action.

Thirty minutes on your premises. You play a challenge and see the report at the end.

Request a demo