Turn the finding into an ordered plan that puts burnout first and routes the causes that live elsewhere, because in culture work the order is not optional: you cannot rebuild engagement, set a culture, or restore collaboration on a team still running on empty.
Use it at the close of the diagnostic, to produce the one thing it exists to produce.
List only the guides your finding named, in this order: burnout first whenever present, then engagement and belonging, then the culture and its norms, then collaboration.
| If this is true | Add | Applies? (yes / no) |
|---|---|---|
| The real cause is too few staff for the work | The staffing and HR work, and the money and financial-health work | |
| The leadership team is the source of the culture damage | The leadership and team work | |
| This is a leadership problem the board must act on | The board and governance work | |
| It is really the volunteer program | The volunteer engagement work | |
| A professional matter surfaced (harassment, a threat, anyone at risk) | The right professional and your risk and compliance work, first, before any guide here |
The rule: burnout leads whenever it is present, and a cause that routes elsewhere is named honestly rather than absorbed into culture work that cannot fix it.
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