When Boundaries Vanish: The Tokenization of Work and the Wisdom of Burnout

We are living in an era of fragmented identities. The modern individual is a complex mosaic, simultaneously inhabiting a multitude of roles: expert, content creator, CEO, parent, and self-improver. The late visionary Esko Kilpi aptly described how work has shifted from a place you go to a series of interactions within networks. This vision is becoming reality faster than we realize. Professional life is becoming “tokenized,” and the danger is that this new freedom is leading more of us toward the path of burnout.

The Collapse of Transaction Costs and the Fragmentation of Work

The structures of working life are undergoing a radical transformation. Previously, working hours defined by a contract and the physical location of an office created boundaries that were easy to follow. These long-term employment contracts acted as protective walls; within them, employees were shielded from the constant bidding wars of the work market because purchasing work in tiny increments was expensive and cumbersome for companies. In economics, this is referred to as high transaction costs.

However, technology is breaking down these walls. It is now easier than ever to dismantle large projects into micro-tasks and find a performer instantly via the web. We are witnessing a collapse in transaction costs, which inevitably leads to the fragmentation of work.

Fewer of us now sell our time in a single lump sum to one employer in exchange for a monthly salary and a title. Instead, we distribute our expertise in small pieces across various channels. One piece goes to a primary job, another to a side project, a third to maintaining a social media presence, and a fourth to managing the logistics of a modern blended family. We have become portfolio managers of our own energy. Our psychological and physical strength is a currency that we invest in different activities throughout the day. This fragmentation of work into small, independent tasks can be called the tokenization of work.

In the era of AI, this development is only accelerating. When AI agents can execute individual tasks in seconds, the friction between delegating and performing work almost entirely disappears. Work threatens to become a series of lightning-fast assignments, which reflects directly onto us as humans. Life turns into an endless stream of small performances, all competing for our attention every hour of the day.

Limited Credits – Threat or Opportunity?

Recently, I have been building applications using new no-code AI tools. The experience is addictive. You fall into a state of flow, and ideas soar as the application takes shape before your eyes with astonishing speed. Rapid progress opens the dopamine taps, and the hunger to do more grows.

Then, something unexpected happens. A notification appears on the screen: “You’ve hit today’s free limit of tokens.”

Most of these tools allow for a limited number of actions per day. Once they are used, you are forced to stop. I cannot continue, even if I want to. Initially, this is frustrating, but I soon realize that running out of tokens is a blessing in disguise. Because the “chips” run out, I don’t have time to get exhausted or bored. The activity remains meaningful because it has a clear endpoint.

This experience made me reflect on how such boundaries are missing from our fragmented professional lives. When tokenized work allows us to be “on” 24/7, we lose the natural sense of when it is time to rest. Quick hits of dopamine encourage us to keep going, leading us to inadvertently spend a month’s worth of energy in a single week. In the long run, this “overconsumption” leads straight to burnout.

The Wise Compass of the Psyche

At this juncture, the thoughts of Swiss psychiatrist C.G. Jung offer a valuable perspective. We tend to view burnout merely as a sign that the battery is empty and the tokens have been spent. From a Jungian perspective, however, burnout is a compensatory function of the psyche. The mind naturally strives for balance.

If our conscious mind blindly pushes in one direction—toward performance, efficiency, and omnipresence—the unconscious mind begins to generate a counterforce.

Burnout is the psyche’s intelligent way of pulling the emergency brake. It doesn’t just tell us about the quantity of our effort, but also its direction. An AI tool forces you to stop when the credits run out. Burnout forces us to stop when we have invested too much energy into things that are not aligned with our true purpose.

The danger is that we scatter our energy in tiny flecks: a message here, a like there, a quick meeting, a workout in between, and a LinkedIn post in the evening. At the end of the day, the balance is zero, even if nothing truly meaningful has been achieved.

Invest in a Deeper Purpose

If we think of our energy as finite credits, every choice is an investment. The constraints set by free tools teach us prioritization: when you know you only have a certain number of tokens per day, you want to invest them wisely.

From the perspective of the psyche, tokens should be invested in a way that builds a cohesive and meaningful whole. All living beings naturally orient themselves toward broader possibilities and the fulfillment of their own potential. For humans, belonging to a larger community or whole is also essential. Realizing these things, however, requires the courage to invest energy into stopping and building a broader perspective—even if, in the eyes of a world that worships efficiency, it looks like idleness.

A quiet moment without stimulation, a walk in the forest, a deep conversation with a friend, or simply being are investments in well-being. During these moments, the mind naturally shifts toward the “big picture,” revealing what is truly important.

In a tokenized working world, one of the most vital future skills is the ability to set those boundaries yourself—the ones that technology or modern work structures no longer provide.

Stop for a moment. Check your balance. Where do you want to invest the rest of today’s precious energy? Perhaps into something that keeps you well and helps you move toward your deeper purpose?


About the Author: Ari-Pekka Skarp is a psychologist, psychotherapist, and non-fiction author conducting doctoral research on nondualism. His work, “Mindfulness, mielenselkeys ja myötätunto” (Basam Books, 2023), is a profound survival guide for people in today’s digital society. He also hosts the popular “Mielen laboratorio” (Laboratory of the Mind) podcast. www.nondual.fi

How Facebook Scaled Psychological Safety – Mehmet Baha Shares Their Journey

This is a guest blog post by Mehmet Baha, who authored Creating Psychological Safety at Work. In this blog post, Baha explores his story and journey at Facebook and shares his lessons on establishing a culture (and more) that leads to psychological safety at work.


“Our international company is going through a transformation…We have a company event and we are considering inviting you as a speaker on the topic of psychological safety.” was written in the email. I was excited about the opportunity and replied immediately to arrange an online meeting.

In that online meeting, one of the senior leaders of the organization said, “We already have some knowledge about psychological safety. We did a few workshops on the topic. However, we do not know if there are organizations with high levels of psychological safety. If yes, what do they do to achieve this?” I get the same question from other business leaders from time to time.

My Experience at Facebook: A Case Study in Psychological Safety

I was lucky to be one of the first Facebook employees in Europe where I contributed to its success from 2009 until 2013. Across those years, Facebook was growing exponentially and there was a high degree of psychological safety. Of course, Facebook wasn’t paradise; it had its own challenges.

However, a substantial number of employees felt safe to express their questions, concerns, ideas, and make mistakes. It was a workplace of innovation and high employee engagement. Here you can see a photo of Mark Zuckerberg talking with a group of Facebook employees in Dublin, Ireland. I am the person at the far left of the photograph, directly next to him.

FIGURE 3.1: Mehmet Baha (the author) with Facebook’s CEO and former Facebook employees

Although Facebook and its senior leaders did not use the phrase “psychological safety” at that time, they had in fact created a workplace of psychological safety. To understand how Facebook then scaled psychological safety, we need to understand three aspects of an organization: culture, power, and strategic design created by Massachusetts Institute of Technology (MIT)(1).

Culture: The Foundation of Psychological Safety

Continue reading How Facebook Scaled Psychological Safety – Mehmet Baha Shares Their Journey

Chrissy Fleming: From Tasks to Outcomes, An Agile Cultural Transformation Story

Chrissy shares her experience transforming a sales-led organization from task orientation to outcome focus. By partnering with the head of tech and implementing OKRs, they created meaningful conversations about team goals and progress. Through initiatives like Demo Days and the creation of team “houses,” they successfully shifted the organizational culture while ensuring teams felt ownership of their future.

Self-reflection Question: How can you create meaningful opportunities for your teams to shape their own identity and future?

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About Chrissy Fleming

Chrissy came to Scrum-Mastering via Product Management and a deep love of seeing teams work together. She spent 15 years in the New York tech scene and is currently an Associate Principal in Business Agility with Turnberry Solutions. She also has her own company where she coaches and helps businesses and technologists with their development.

You can link with Chrissy Fleming on LinkedIn.

Anita Kalmane-Boot: When Scrum Isn’t the Answer, How to Transitioning to Kanban

Anita talks about her experience at a company where Scrum wasn’t working, and the need for change was clear. She facilitated a brainstorming session, but soon realized that Scrum wasn’t the right fit for the company’s culture. Instead, they transitioned to Kanban, learning and adapting together. Anita stresses the importance of questioning assumptions and understanding why certain frameworks are in place.

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About Anita Kalmane-Boot

Anita is a neurodiversity advocate and considers herself European, not bound to one single country. Anita is passionate about Agile but is losing hope in corporate organizations and their adaptation of Scrum.

You can link with Anita Kalmane-Boot on LinkedIn.

BONUS: Leadership Lessons Learned from Successful and not so Successful startups, with Martin Gonzalez

In this BONUS episode, Martin Gonzalez, co-author of The Bonfire Moment, shares his insights on how leadership affects startup success. Drawing from his extensive experience with Google’s Effective Founders Project, Martin reveals the key lessons that can help startup founders—and teams in any industry—navigate the complexities of organizational culture, leadership, and personal growth.

The Bonfire Moment: Origins and Meaning

“The bonfire moment is an intense opportunity for reflection—an essential pause for founders under constant pressure.”

Martin explains the concept behind “The Bonfire Moment,” a workshop originally created within Google’s accelerator program. Since its inception in 2015, this workshop has expanded globally, helping startup founders build strong teams by addressing the personal challenges and insecurities they bring into their ventures. The bonfire moment represents a critical time to step back, reflect, and prepare to dive back into the high-pressure world of startups.

“Ask yourself and your team: What insecurities and doubts are we bringing into our work, and how can we address them together?”

Common Traps in Startup Leadership

“Speed and inner circles are two of the most dangerous traps for startups.”

Martin dives into the pitfalls that often derail startups, including the relentless drive for speed and the complications of inner circles formed by close personal relationships. He shares how these factors contribute to conflicts among founders, which is the number one reason for startup failure. Drawing from the book The Founder’s Dilemma, Martin emphasizes the importance of having difficult but necessary conversations early on to prevent these issues from festering.

“Don’t shy away from difficult discussions—addressing people issues early can save your startup from bigger problems down the line.”

Lessons for Teams Beyond Startups

“People issues are subtle at first, but when they grow, they often become too big to solve.”

Martin highlights how lessons from the startup world can be applied to teams in any context. He stresses the importance of not taking interpersonal dynamics for granted and discusses how hidden issues, like team members losing motivation or internal conflicts, can lead to significant problems if left unaddressed. He also introduces the idea of Class 1 and Class 2 disagreements, encouraging teams to focus on constructive, idea-based conflicts rather than personal ones.

“Increase the quality of disagreements in your team—focus on ideas, not personalities.”

The Trap of Confidence

“Your confidence is often highest at the beginning of a learning journey, but effectiveness grows with experience.”

Through data collected from 360-degree feedback on co-founders, Martin discovered a surprising trend: the most confident founders were often the least effective. This insight challenges the common assumption that confidence naturally increases with effectiveness. Martin references the Dunning-Kruger effect, which suggests that initial confidence can be misleading and that true growth often involves a dip in self-assurance as one gains deeper understanding.

“Recognize that a drop in confidence can be a sign of growth—it’s a natural part of mastering new skills.”

Navigating Impostor Syndrome

“It’s crucial to have ‘no-bullshit’ relationships—connections where you can be your true, vulnerable self.”

Martin shares his personal struggles with impostor syndrome during the writing of The Bonfire Moment and offers practical advice for others facing similar doubts. He emphasizes the importance of having authentic relationships where vulnerability is accepted, as well as the value of helping others as a way to reaffirm your own abilities and achievements.

“Cultivate relationships where you can be honest about your insecurities—it’s vital for personal and professional growth.”

Adapting “The Bonfire Moment” Across Cultures

“Vulnerability can be easier to embrace in hierarchical cultures, where expectations are clear.”

Martin discusses how The Bonfire Moment has been adapted to resonate with diverse cultural contexts around the world. He challenges the assumption that vulnerability is harder to introduce in hierarchy-oriented societies, sharing that these conversations often unfold more naturally in such environments. He also touches on the difficulties faced in more indirect communication cultures and the importance of addressing the “masks” people wear in professional settings.

“Normalize the idea that everyone has insecurities—it’s a universal experience that can unify teams.”

For more insights and to dive deeper into the themes discussed in this episode, visit BonfireMoment.com.

About Martin Gonzalez

Martin Gonzalez is the creator of Google’s Effective Founders Project, where he decodes startup success factors. A globally recognized advisor, Martin has been honored by the Aspen Institute and Thinkers50 Radar. He is a sought-after speaker and expert in organizational design, leadership, and culture, with academic credentials from Columbia University and the London School of Economics. He is also the co-author of The Bonfire Moment with Josh Yellin.

You can link with Martin Gonzalez on LinkedIn.

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