1. WHAT IS WORKAHOLISM ?
Workaholism is an English neologism formed by combining “work” and “alcoholism,” referring to an addiction to work, akin to the more socially recognized addiction to alcohol. Known in French as “boulomanie” or “ergomanie,” it is an overwhelming need to work that becomes so strong it poses a threat to health, well-being, and social relationships.
Thus, it is a true behavioral addiction without a substance (as is the case with gambling, for instance), which has long been viewed positively in the professional world. Workaholic employees were often praised and encouraged for their excessive dedication. Today, the harmful consequences of workaholism and the resulting suffering are much better understood and managed, although there is still a lack of comprehensive prevention strategies for this disorder both within organizations and at the national level.
2. WHAT ARE THE SIGNS OF WORKAHOLISM ?
Many factors other than workaholism can explain why some people tend to work excessively, such as simply needing money. However, what differentiates a workaholic person from others is a compulsive relationship with their work. In other words, the individual must feel compelled to work constantly, regardless of external pressures. This phenomenon can, however, result from internalized pressures and/or personal predispositions interacting with work experiences, but the source of addictive behaviors is primarily internal.
This compulsive tendency to work manifests in the excessive amount of time devoted to work compared to the time allocated to extracurricular activities like hobbies or social and family activities. Many workaholics report feeling an uncontrollable need to work, making it essential for them to spend as much time as possible on their job.
Another main indicator of workaholism is the inability to disconnect from work. Workaholic professionals think and talk only about their work, even outside the professional context. Thus, there is a real encroachment or even a form of colonization of work over other life domains.
3. ARE THERE DIFFERENT TYPES OF WORKAHOLICS ?
Although workaholism can manifest differently depending on the person and the work context, there are several classifications of workaholic workers. Two main types are noted in the scientific literature.
The first typology is characterized by an approach based on job satisfaction. It distinguishes two types of workaholics based on the satisfaction they derive from their excessive professional behavior:
- Enthusiastic workaholics who feel a high level of constraint compared to other workers, show much greater involvement in their work, and report being fulfilled in their professional life. The issue with this profile is that they end up finding satisfaction only in their work, disengaging from other life areas.
- Compulsive workaholics who are dominated by the constraint they impose on themselves. They feel compelled to work beyond organizational and economic demands, although it brings them little to no satisfaction.
The second categorization is based on the relationship between the number of projects started and those completed. Four typical profiles of workaholic workers emerge:
- Tireless workaholic: works literally day and night. They fully engage in each initiated project with an adrenaline peak at deadlines. Once completed, they start another project without any time for other potential activities.
- Bulimic workaholic: initiates few works but wants to complete everything. Consequently, their activity level fluctuates, especially at deadline approaches when they work relentlessly. From the outside, the bulimic workaholic seems to avoid work, but they are mentally obsessively working.
- Workaholic with attention deficit: tends to get bored quickly. Therefore, they keep starting projects and adding new tasks they cannot complete.
- Delighted workaholic: is an obsessive perfectionist. They are deeply anxious about the work being less than perfect, so they never stop working. They also struggle to finish tasks, severely impacting their productivity.
4. WHAT ARE THE RISK FACTORS ?
The causes of work addiction are very difficult to determine. It is a complex phenomenon that develops through the individual’s personal and professional history. However, some elements strongly favor its emergence. They are of two kinds: environmental and individual.
Environmental Factors
This mainly refers to the work organization. Companies with cultures and climates marked by various forms of competition among employees and overtime are more likely to generate workaholism among their staff. Additionally, new communication technologies and the digitization of work tend to blur the boundaries between work and non-work time. Again, structures that do not pay particular attention to potential abuses are more affected by workaholism.
Individual Factors
Firstly, certain personality types are more exposed to workaholism than others. Studies show that particularly extroverted individuals and those with a very fast-paced activity level are, on average, much more invested in their professional lives. These addictive behaviors may also stem from obsessive-compulsive tendencies. Work then becomes the object of the obsession, which leads to compulsive behavior and thus an uncontrollable need to work constantly.
Another individual determinant highlighted by research is the presence of certain irrational beliefs. For example, if you believe that you must be liked by others or be the best in all areas, it becomes vital for you that your work be impeccable. You will then constantly impose a high demand for perfection on yourself, which is actually detached from the work itself. These beliefs thus lead to dysfunctional behaviors that may provide momentary balance and very short-term satisfaction but will cause great distress later.
5. WHAT ARE THE CONSEQUENCES OF WORKAHOLISM ?
The negative consequences of workaholism impact all areas of the workaholic’s life. Their general health, relationships with those around them, and even their work are disrupted by this addiction.
Health Consequences
Workaholics generally have poorer health compared to other professionals. Their irrational and compulsive tendency to work exposes them to particularly high levels of stress. Among this population, there are numerous digestive problems (bloating, gastric burns, abdominal pain, reflux), cardiovascular diseases (coronary artery disease, hypertension, strokes), and Musculoskeletal Disorders (MSDs). To try to keep up the pace, many workaholic professionals turn to substance use, developing new addictions that further deteriorate their health.
On a psychological level, the workaholic individual is constantly under pressure. They are in a state of permanent stress, which leads to very high levels of anxiety and exposes them to symptoms of anxiety disorders such as insomnia or increased irritability. The workaholic lifestyle is unsustainable in the long run and inevitably leads to physical and mental exhaustion. Workaholism is, therefore, one of the main causes of burnout and can also lead to severe depression when one feels completely unable to work.
Social Consequences
Socially, the workaholic person gradually loses all motivation to engage in social activities. They isolate themselves from friends, abandon their hobbies because they no longer find interest in activities other than work. Family and romantic life also become very complicated due to total disengagement, causing suffering for those around them, who often find themselves in total incomprehension.
Professional Consequences
Contrary to popular belief, the overinvestment and exceptional work capacity of workaholics actually have negative effects on performance and productivity. The constant stress and the gradual deterioration of their health mean that these professionals cannot function optimally both cognitively and emotionally to meet organizational demands. Their attitude often proves problematic within a work team because they often have an obsession with wanting to control everything. They are rigid and irritable, which tends to generate tension and regular conflicts.
6. WHO IS AFFECTED BY WORKAHOLISM ?
The concept of workaholism is still relatively new, making it quite difficult to accurately evaluate the population most affected by this disorder. However, studies show that men are more affected by this addiction than women. Another element: managers and executives are the most likely to develop excessive work behaviors, notably continuing to work even after the workday is over.
It is even more complex to quantify the portion of the population suffering from this condition. Research conducted in a Parisian company indicates that 12% of employees may be workaholic. However, these figures should be considered with caution given the small sample size.
7. HOW IS WORKAHOLISM MEASURED ?
There are two main scales to measure your level of workaholism: the WART (Work Addiction Risk Test) and the DUWAS (Dutch Work Addiction Scale).
The WART
This test consists of a series of 25 statements to which one must estimate how much they apply to themselves, choosing between 4 options ranging from “Not at all true” to “Always true”. It assesses five dimensions:
- Compulsive tendencies to work hard
- The need for control over tasks
- Lack of communication and social isolation
- The impact of work results on self-esteem
- The total inability to delegate
Scores above 67 usually indicate a work addiction.
The DUWAS
This is a shorter questionnaire with 10 items. It assesses two dimensions: excessive work, which are problematic work behaviors, and compulsive work, which corresponds to the internal constraint the individual feels towards their work. A workaholic subject will score high in both excessive and compulsive work.
8. WHAT SOLUTIONS ARE THERE TO FIGHT WORKAHOLISM ?
The main problem in managing workaholism stems from the fact that workaholic individuals are almost never aware of their condition. It is usually only after experiencing burnout or depression that they begin to question their dysfunctional relationship with work. Burnout specifically appears, to some extent, as a sanction of long-term addictive behaviors. To draw a comparison with alcoholism, a life of excessive alcohol consumption often leads to illness. The difference is that in the case of alcohol, we more or less know what we are exposing ourselves to, whereas we know very little about the risks of excessive work. This is why the first axis of management involves raising awareness at all levels to facilitate recognition.
Self-Testing
If you feel concerned by the symptoms listed on this page, you can start by self-testing with the WART or DUWAS, both of which are available online in French. As a reminder, if your WART score is above 67, it means you likely have a significant risk of developing a work addiction. For the DUWAS, you are considered “workaholic” if your total exceeds 28.
In any case, it is crucial to try to manage your emotions and thoughts to regain more control over your behaviors regarding work. Relaxation is a very good tool for this purpose. Following hygiene-dietary rules also promotes a return to balance.
Exposure Therapies for Workaholism
However, to permanently end addictive behaviors, it is preferable to be accompanied by a professional. Cognitive-behavioral therapies have proven effective in treating anxiety disorders, depression, and burnout. The cognitive restructuring exercises they implement are very suitable for addressing the irrational beliefs rooted at the origin of certain work addictions.
Exposure therapies using virtual reality (VR) allow for even more effective work on the behavioral aspect of the addiction. Indeed, since work is the object of obsession in the case of workaholism, certain work situations act as triggers for your compulsion to work excessively. By being exposed to these situations in virtual reality, you will gradually become desensitized, meaning the emotional response responsible for your maladaptive behaviors will tend to disappear. Virtual reality is also an ideal environment to practice relaxation techniques and emotion management, which will allow you to fully recognize your real needs and finally be able to listen to them.
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