Burnout rarely concerns a single person and does not result only from their characteristics, attitudes, or predispositions. Although they feel it in their body and psyche, its sources and mechanisms are almost always embedded in relationships and in the functioning of the entire systems they are part of: teams, organizations, and institutions. Whether work becomes a source of meaning and energy or gradually leads to exhaustion depends on the structure of power, the style of communication and work, the division of responsibilities, and finally the ability to cope with tension or helplessness.
In sectors based on mission, such as non-governmental organizations or cultural institutions, the risk of burnout is particularly high. Commitment, sense of responsibility, and being ready to sacrifice are often not just a value but also an unwritten requirement. In such a culture, it is easy to cross boundaries, set aside one's own needs, and take on more than one can bear. Over time, what was supposed to be a source of meaning turns into a mechanism of systemic exhaustion.
The Drama Triangle: a game with no winners
The Drama Triangle is a model of interpersonal relationships and conflict dynamics created in 1968 by psychiatrist Stephen Karpman within the concept of transactional analysis. It shows how people fall into a repetitive pattern of three roles in relationships: a victim, a persecutor, and a rescuer. In the professional environment, such a configuration significantly contributes to burnout, and the Drama Triangle depicts the relational nature of this phenomenon, its cyclicity, and self-driving destructive patterns.
The system that enters into this dynamic may temporarily seem well-functioning, but in the long run, all participants pay for it with overload, frustration, and loss of meaning. Importantly, it is not only individuals but also teams, entire organizations, and even institutions that can be entangled in this game.
The three roles in the Drama Triangle
A victim experiences themselves as overloaded, helpless, and devoid of real influence on their situation. They feel that they are overwhelmed by problems and that responsibility for change lies mainly with others or the system. Although they often really suffer, their attitude may perpetuate helplessness and dependence. Increasing feelings of harm and frustration can lead to becoming a persecutor over time.
A persecutor reacts to tension and a sense of lack of control with criticism, pressure on others, or blaming them. They focus on pointing out mistakes and forcing change, often at the expense of the relationship and psychological safety of the other party. Although their actions may seem firm and effective, in the long run, they deepen conflicts and tensions. The persecutor often experiences guilt because of their behavior; they try to soothe it by acting as a rescuer or victim.
A rescuer focuses on helping others and taking responsibility for their problems, often at the expense of their own boundaries and needs. They are convinced that without their involvement, the situation will not improve, so they take on more than they can bear. Their help is sometimes uninvited or inadequate, and instead of solving difficulties, they often maintain them. Over time, they become more and more tired, frustrated, and underestimated, so they are likely to take on the role of a victim or persecutor.
These roles are not assigned to specific people permanently; they can evolve within the same relationship. In addition, the same person can act as a rescuer in one relationship, as a victim in another, and as a persecutor in yet another. The same applies to teams or organizations.
From Drama Triangle to Winner's Triangle
Acey Choy (Choy, 1990) proposed transforming the Drama Triangle into the Winner's Triangle, in which destructive roles are replaced with their more mature and constructive counterparts. Through therapy, supervision, and coaching, it is possible to transform deficits resulting from being in a given role of the Drama Triangle into resources. This change involves learning new ways to regulate tension, responsibility, and build relationships, and the first step is to realize being its participant.
From victim to vulnerable
A victim may gradually become vulnerable when they see their agency and take responsibility into their own hands. Instead of complaining and waiting for someone to save them, they learn to ask for help, look for solutions, and take responsibility for what they really can control.
From persecutor to assertive
A persecutor can become assertive. This requires them to learn to achieve their goals without violating the boundaries of others. They must develop the ability to clearly communicate their expectations and the readiness to engage in dialogue and negotiation, taking into account the opinions of others. An assertive person is open to feedback and builds their influence on authenticity, openness, and dialogue.
From rescuer to caring
A person who tends to act as a rescuer may gradually learn to take on a caring role. To do this, they have to stop doing things for others to strengthen their independence, develop self-awareness, and take care of their own needs. A caring person listens, asks questions, accompanies, and helps, but does not take responsibility for other people's lives and decisions. They take care of themselves and their boundaries, giving others only what they really need. They are a mentor and a guide.
A vulnerable, assertive, caring organization
The system in which each interacting member strives to be vulnerable, assertive, and caring fosters a real partnership, reducing the risk of burnout. It creates an environment that supports employees' growth in independence, responsibility, and agency, without self-sacrifice and crossing their own boundaries. It builds organizational resilience by taking care of open, assertive communication and being ready to reach for outside help.
It is a system where simultaneously:
- problems and limitations are perceived,
- boundaries and goals are set,
- individuals are supported in their independence and self-development.
An assertive organization clearly communicates its goals, roles, and policies. It invites dialogue, welcomes feedback, and creates spaces for conversation and negotiation. It ensures that responsibility is clear and that the rules are transparent and equal for everyone. Examples of such activities are regular team meetings, project reviews, or cyclical development talks, as well as written scopes of roles, transparent decision-making processes, clear criteria for prioritizing tasks, and clear procedures for conflict resolution.
A vulnerable organization can see its deficits and real problems instead of diminishing or hiding them. It regularly monitors current workload and risk of overload, for example through well-being surveys, check-ins, or evaluations after demanding projects. It introduces procedures to protect employees: anti-mobbing, anti-discrimination, and anti-burnout, and clearly communicates how and where to seek help in crisis. A vulnerable organization uses supervision, team consultations, and support from external experts when it feels that it is necessary.
A caring organization supports individuals' development and independence, instead of making them dependent on each other. It invests in training and mentoring, and devotes time to onboarding new employees and gradually transferring responsibility. It appreciates effort and commitment, takes into account employees' life situations, and offers the possibility to regenerate after periods of intensive work. It creates a space for regular reflection on how we work, not just what we deliver, and encourages us to celebrate even small successes together.
Conclusion
Burnout can signal that relationships in the organization are stuck in the Drama Triangle, which, although initially gives a false sense of action, in the long run leads to fatigue, tension, and loss of meaning. The first step to change is to stop and realize that not everything in the organization works properly. The next one is to notice draining patterns and areas that need attention and reorganization. This is the moment when it is worth considering outside help, such as consulting or supervision, to gradually transform the organization into one that is assertive, vulnerable, and caring for its employees – regardless of their roles.
References
Choy, A., The Winner's Triangle, "Transactional Analysis Journal", 20(1), 40–46, 1990.
Emerald, D., The Power of TED (The Empowerment Dynamic), Polaris Pub, 2009.
Kaczor, A., Trójkąt dramatyczny Karpmana. Identyfikacja i eliminacja w relacjach, wyd. Agnieszka Kaczor, 2024.
Stewart, I., Joines, V., AT dzisiaj. Nowe wprowadzenie do analizy transakcyjnej, Dom Wydawniczy Rebis, 2022.
