Workaholics are prized by organizations. They seem to be more productive, so their addiction – unlike alcoholism – is viewed positively, even as a model for others to follow. Managers, who do the judging on employee performance, tend to be workaholics, so they have a bias to view workaholism as a shining trait.
Workaholism, she says, is more than the number of hours you put in. It’s the feeling in the pit of your stomach that you can’t rest – that you ought to be working all the time. It’s the guilt and anxiety that arises when you aren’t working. It’s the fact that when not working you are wondering about emails that you need to send or how to improve projects you’re working on. “It’s living with the fear of losing something – status, money, the job itself – if you’re not working,” she notes.
So if you’re a workaholic, reconsider your instincts, and adjust. If you’re responsible for an organization, reconsider your instincts, and try to curb rather than encourage workaholism. If that list makes you feel nervous, a Pandora’s path you don’t want to explore because the results will be unpleasant, maybe it’s even more necessary you do so. “At the end of the assessment, you’ll know just how deeply overwork is entrenched in your culture and, crucially, where some of the key drivers are coming from,” Prof. Clark says.
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