The workers are not performing as well as they might if put under less pressure
The workers are not performing as well as they might if put under less pressure.† There is an optimum amount of pressure that keeps workers focused and working efficiently for long periods.† Less pressure than this causes them to lose focus, a situation dealt with in the topic ComplacentWorkers.† More pressure causes them to burn out, in effect to reject the pressure.† The higher the pressure, the sooner burn out will occur.†
Different people have different levels of ideal pressure.† Some have the ability to apply pressure to themselves, and to shrug off excess pressure to a degree without burning out.† Burn out is to be avoided if possible, as once a person recognizes the ability to reject pressure, it becomes easier the next time.† In general, the solutions to BurnedOutWorkers and ComplacentWorkers are the same, to apply the right amount of pressure and distribute it evenly.† Here we chiefly talk about prevention.† Once workers become burned out, some of the approaches for UnmotivatedWorkers may help.
Allow the workers to SizeTheSchedule, and thus have some control over the pressure they are under.† Localised burnout is possible, where a few workers bear most of the burden, so DistributeWorkEvenly to avoid localized burnout.† Communication can also add pressure, and needs to be distributed evenly.† To avoid localized communication overload, arrange for there to be ThreeToSevenHelpersPerRole.
Modern approaches aim for a SustainablePace, and fit the schedule to this pace. The PlanningGame tailors the schedule to the teamís sustainable velocity, and gives a basis for projecting future delivery dates, by application of variants of CompletionHeadroom, soon enough to detect schedule problems.† Where DevelopingInPairs it becomes easier to DistributeWorkEvenly and transfer the skills that are initially concentrated in the few key workers.