Psychosocial risk & work organisation diagnosis
When work keeps changing, the first question is not who needs to be more resilient. It is what the organisation asks people to absorb — and what can be changed before exhaustion sets in.
Look before people become the indicators.
Several changes hit the same teams
A new system, a reorganisation and new targets overlap before the previous changes have settled. Learning and coordination are added to ordinary work, but rarely counted.
The work holds, but at a hidden cost
Double entries, parallel processes, repeated escalations and a few managers or experts who absorb every exception: results can still look good while the room to manoeuvre shrinks.
Warning signs emerge before absences
Deferred training, recurring rework, decisions reopened and overloaded interfaces can reveal a fragile work system before sick leave or turnover makes it obvious.
From observed friction to decisions.
- 01
Map the real work
Look with the people concerned at workloads, conflicting priorities, decision rights and the changes affecting the same teams. Compare what was planned with what the work actually requires.
- 02
Identify what consumes capacity
Make visible the effort of adapting, the temporary work that became permanent and the compensations that keep the system running. Interpret a few early signals in their context, not as a score or a judgement on individuals.
- 03
Decide what to change
Prioritise concrete action: remove redundant tasks, clarify responsibilities, protect learning time, sequence overlapping projects or give teams back room to manoeuvre. Assign each decision to someone who can act on it.
- 04
Check that the change takes hold
Review with teams whether the friction has decreased and the new way of working has stabilised — beyond a project's official completion date. Adjust the prevention plan when real work says otherwise.
A prevention plan grounded in real work.
The aim is to clarify where work is becoming unsustainable and which organisational decisions can change that: workload, priorities, cooperation, room to manoeuvre and the pace of transformation. This is an organisational diagnosis, not a medical assessment of employees or a promise that a single score can predict burnout.
This perspective draws on Christian Chevalier's work on psychosocial risks and organisations facing successive transformations. The approach is adapted to each situation, with the people who know the work.