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part-time well beyond normal retirement age, not for the money or
because they need to stay busy, but because they love what they're doing
and leaving the academic life would be unthinkable.
Robinson (2001) suggests four types of workaholics:
￿ Type 1: The Relentless Workaholic . Relentless workaholics work
all the time. They believe that work is more important than relation-
ships or anything else in life. According to Robinson they are perfec-
tionists who demand perfectionism in others, have many projects
going at once, and are admired for their hard work and competence
by others outside of their families.
￿ Type 2: The Procrastinating Workaholic . The procrastinating
workaholic waits until the last possible minute, goes into a panic, and
then works frantically to finish a task. Unlike relentless workaholics
whose productivity is usually quite high, procrastinating workaholics
go through long periods where they do not work. Robinson believes
that the reason they go through long periods of non-activity is that
they are so preoccupied with perfection that
they cannot
start a
￿ Type 3: The High Stimulus-Seeking Workaholic . A third type is
the workaholic who is easily bored and constantly seeks stimulation
and excitement. Robinson believes that some workaholics seek excite-
ment in a relatively safe way by “creating tight work deadlines, keep-
ing many projects going at one time, taking on big challenges at
work, and having the chronic inability to relax without intense stimu-
lation. Others live on the edge and engage in high-risk jobs or activi-
ties, such as playing the stock market, parachute jumping, or working
triage in a hospital emergency room” (p. 43). High stimulus-seeking
workaholics are easily bored with detail, have difficulty following
through, and get their satisfaction by creating new projects.
￿ Type 4: The Bureaupathic Workaholic . Bureaupathic Workaholics
are the folks we all hate to be on committees with. There isn't a rule,
policy, standard, or ploy they won't use to control projects, committee
meetings, or work assignments. Their primary function is to set up
road blocks to the completion of projects. They think they bring
order and rationality to the process but what they really bring is chaos
and disruption, and they make easy projects impossible. The term
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