Text/Melbourne Johnson [www.gamermarch.com of the Aircraft Club (please indicate the source for reprinting)]
Recently, Baldur's Gate 3 producer Swen Vincke publicly stated that it would be short-sighted to target key departments and senior developers in the cuts.
However, on the other hand, burnout is also harming the interests of individuals and companies, and it has reached a point where it cannot be ignored. How the gaming industry can prevent burnout, Bryant Francis gave his opinion on Game Developer: "Burnout is no joke. "Working conditions in the gaming industry are improving, but burnout is still rampant. Developers and employees have the power to make it weaker. ”
As a game developer, have you ever had to work overtime to catch up? Enduring painful moments in the workplace is sometimes ridiculed by people who haven't experienced it. However, shouldn't we be thankful to be able to work in game production, but many readers may have experienced first-hand the pain and suffering of a harsh work environment.
Burnout is a serious problem that can lead to serious symptoms such as memory loss and decreased ability to process cognitive activities. These symptoms are often the result of extreme stress. On top of that, developers may also feel depressed, angry with their colleagues, and even hospitalized.
At the Game Developers Conference 2024, game designer Tim Stobo and game writer Lis Moberly shared a number of data points that included the symptoms mentioned above. Stobo and Moberly are self-proclaimed victims of burnout and have expressed a desire to continue discussing this topic at past GDC events. Moberly told Game Developer in a short chat after the talk that she really wants developers to use their insights to "discuss" burnout before they realize the problem is serious.
We need to recognize that burnout is not inevitable. Based on survey data, academic citations, and an unwavering determination to help their peers in the gaming industry, studio leaders are among those who have the power to protect the mental health and well-being of their employees.
What causes this burnout? Let's explore it.
First, we need to understand how to quantify burnout. Stob and Moberly base on Dr. Obama's definition, with reference to Christina Maslach and Michael P. Leiter. According to Maslat and Wright, burnout manifests itself as a symptom of six "mismatches" between employees and employers: overwork, lack of control, inadequate rewards, broken communities, lack of equity, and conflicting values.
This "mismatch" can be seen as a disability, just like a physical disability, and is not something wrong or bad. However, those facing disability often feel that there is a fundamental disconnect between them and their surroundings and their own needs. Again, these six "mismatches" are not a criticism of employees or a suggestion that they have any problems or mistakes. Instead, they reflect the relationship between employees and their work environment in neutral language.
While employers have a high level of responsibility to prevent burnout, Stobbo and Moberly point out that employees may not experience these "mismatches" because of conflicts with the company, but rather because there are problems between colleagues. If employees are experiencing these "mismatches" and feel less energetic, less interested in their work, or less productive, then they are likely to suffer from burnout.
So, who is most likely to burn out?
According to data obtained by Moberly and Stobo from an online survey, developers of all experience levels can experience burnout. However, it is interesting to note that after the survey results are broken down by position, it is found that developers with 4 to 6 years of work experience are most likely to experience burnout. This data point coincides with the survey results where developers who classify themselves as "advanced" are most likely to report burnout.
Confusingly, however, the data shows that burnout trends are not directly related to length of time in the industry or seniority in roles. In contrast, lead developers and developers with more than 6 years of experience in the gaming industry are less likely to report experiencing burnout. Game directors rarely report burnout, with only 13% mentioning the issue.
Moberly and Stobo come up with an explanation: at the top, developers begin to feel more confident in their roles, but then run into obstacles in getting more rewards or maintaining the expected control over their work. Another fact worth mentioning is that leading developers rarely say they have experienced burnout. Stob commented that in his experience, lead developers are often seen as leaders, so team management responsibilities can be a major driver of burnout in senior roles.
(Photo, group photo of the developers of "Baldur's Gate" Larion Studio)
How to recover from burnout?
Burnout is a common problem in the game development industry, but fortunately, most developers say they have successfully recovered from it. However, 30% of respondents in the survey said they were experiencing burnout.
The time it takes to recover from burnout varies from person to person, with some people may be able to rebound in less than a month, while others may take three years or more. According to statistics, about 27% of people recover between zero and six months, and 20% successfully rebound within six months to a year.
However, nearly 30% said it took them one to three years to recover from burnout, and another 11% took three to five years. More than 13% even need five years or more to get back on their feet.
Worryingly, only about half of the respondents took long enough to recover, with the majority taking between two weeks and three months. This means that many developers simply don't get enough rest.
For employers, they should take steps to prevent burnout. Similar to the fires in Southern California and Australia's Stobbo region, burnout is like a fire that spreads through dry starters.
More than 85% of respondents said they were aware of burnout from other employees in their company. If you're a studio leader, when an employee says they're burned out, they're likely to be the "canary" of your game development.
However, most developers believe that their employers are not providing any training or resources to deal with burnout, and some even say that their employers deny the problem entirely. Sometimes the resources provided by the company are counterproductive. According to one respondent's comment, Moberly said the corporate wellness meetings they attended were "arrogant or useless at best" and "harmful at worst."
(Photo, left: Moberly, right: Stobbo)
Some studios may be reluctant to discuss this topic, perhaps due to legal liability or a narrow vision to drive the project to completion. But in fact, if this problem is not addressed, it will only cause harm to the project.
Moberly and Stob, along with other professionals, conducted research and called for more research on burnout to create a "common language" that would allow developers and employers to properly communicate the effects of burnout to each other.
Studios can employ methods such as anonymous surveys or "burnout checklists," but these surveys should be conducted in collaboration with employee representatives to accurately define burnout.
The key word is "anonymity", and employees need an opportunity to share their experiences with their leaders honestly and without any restrictions.
Stobbo warned that a single investigation and limited changes will not solve the problem immediately. Regular check-ins and setting achievable goals can relieve stress, but every workplace requires tailored solutions and multi-step processes.
At the same time, Moberly urged developers to use their rights and resources (such as overtime, breaks, and time off) and seek community support, rather than relying solely on the support provided by the company.
It is necessary for both employers and employees to combat the "three misconceptions" of burnout. These include the belief that burnout is a personal problem, that tension is the only thing that needs to be addressed, and that cynicism and harmful behavior must be removed.
This last misconception illustrates that many employers focus only on maintaining a good atmosphere rather than investigating possible problems. Some respondents said they were subdued by the leadership, and their frustration "annoyed" the whole team, and everyone hated them. This shows that companies can't solve burnout alone.
However, studios can be part of the solution and benefit from it.
Finally, Moberly mentions the wildfires she and Stobber's hometown experienced. Wildfires, while devastating, can also refresh the soil and allow beautiful flowers to bloom again. She calls on us not to see burnout as an inevitable consequence, but to see the beauty and regeneration that can be brought about when it comes to overcoming it.
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Synopsis: Larian Studios is a Belgian video game developer and publisher founded in 1996 by Swen Vincke. It focuses on developing role-playing video games and has previously developed educational games and some casino games. It is known for developing the Divinity series and Baldur's Gate III.
Founded: 1996
Headquarters: Belgium
Representative works: "Baldur's Gate III", "Divinity", "Divinity Series", "LED War"