Good Systems · public information library

What can I do at work to help someone when they want to talk about capacity without sounding unreliable?

People come here to understand why something in everyday life feels harder, different or more costly than it should — and what might make it work better.

Short answer

Capacity conversations can be clear, professional and non-medical.

What this can look like

A staff member may need a practical conversation without sharing any personal explanation.

Why it can happen

Talk about deliverables, priorities, timelines, blockers and the support needed to complete work safely. This is not asking someone to prove they are struggling.

What might help

Use clear options: what can be done, what needs to move, and what support would make delivery workable.

What the research helps explain

WHO describes burn-out as an occupational phenomenon linked to chronic workplace stress that has not been successfully managed. Australian guidance recognises that workload, control, support and work design affect wellbeing and performance; they are organisational responsibilities as well as individual experiences.

What can vary

Fatigue, cognitive changes and reduced capacity can have many causes. Do not diagnose burnout, depression or illness from work behaviour, or ask employees to disclose private health information to access fair work design.

For this situation

For you, invite a concrete proposal: what can be delivered, by when, with what change?

More info and original sources

Poko summarises the relevance of public original sources and links out for anyone who wants to read more.