Read the passage and mark the letter A, B, C or D on your answer sheet to indicate the best answer to each of the following questions from 3...

Burnout culture rarely shows up as a dramatic collapse. It shows up as normality turned up too high. The calendar fills until thinking becomes a luxury, messages arrive before breakfast, and “flexible” quietly starts to mean always reachable. People keep performing, but the job starts leaking into sleep, weekends, and identity. What makes it feel like a culture, not just a bad week, is the way exhaustion gets reframed as virtue. The tired person is treated as committed, the unwell person as dedicated, and rest as a reward you earn only after the next deadline.

Institutions describe the core problem in plainer terms. The World Health Organization classifies burn out in ICD 11 as an occupational phenomenon, linked to chronic workplace stress that has not been successfully managed, and it emphasises that the term refers specifically to the work context. Once you read that, burnout culture looks less like a personal weakness and more like a predictable outcome of unmanaged demand. The International Labour Organization points to psychosocial risks built into the design and management of work, including workload and work pace, job control, organisational culture, job security, and the home work interface. In other words, burnout is often engineered by systems, not merely suffered by individuals.

[I] The damage is not only emotional. In a joint analysis, WHO and ILO estimated that long working hours were associated with 745,000 deaths from stroke and ischaemic heart disease in 2016, and that the toll had risen substantially since 2000. [II] This is the grim underside of burnout culture: it treats human limits as an inconvenience and then acts surprised when bodies and minds push back. It also explains why quick fixes feel insulting. [III] A mindfulness app cannot compensate for impossible staffing. [IV]

Burnout culture persists because it is convenient. It produces output now and pushes costs into the future, where the bill appears as turnover, disengagement, mistakes, and illness. Changing it is less about motivation speeches and more about redesign: clearer priorities, realistic workloads, control over time, protected rest, and managers trained to prevent chronic overload rather than reward it. Otherwise the workplace keeps running, but it runs by converting attention and health into short term performance, until the people powering it start to dim.

[Adapted from https://www.who.int/]