Operational Fragmentation Syndrome (OFS)

This paper introduces Operational Fragmentation Syndrome (OFS) as a novel managerial failure mode in contemporary organizations, where excessive micro-coordination, hyper-structured workflows, and over-engineered control systems fragment operational coherence and reduce performance efficiency. The study develops the concept of Operational Saturation Burnout (OSB), a distinct form of burnout driven by process overload, coordination density, and workflow congestion rather than emotional exhaustion. Adopting an operations-centered theoretical approach, the research reframes burnout as a structural outcome of operational design and managerial architecture instead of an individual psychological deficit. By proposing a new conceptual framework linking managerial over-structuring to systemic inefficiency and disengagement, the paper contributes to management and operations literature through an integrative model of workflow fragmentation, coordination saturation, and sustainable organizational performance. The findings have implications for leadership practice, operations design, and human sustainability in high-control organizational environments.