I think burnout is a phenomenon that occurs when there are improper expectations between the client and contractor. The expected workload increases for the contractor because in the initial agreement the monetary payment, and expected value is worded ambiguously enough that there are unforeseen wedge issues that can form.
No one wants to be seen as taking advantage. However the client is generally not responsible for poor wording in the agreement, and has every right to extract value per dollar that they they were told the work agreed upon is worth.
Conversely the contractor performing the work is only responsible for accomplishing the work as it is written, and not for any needs that may come up from the client before finishing the work.
A possible way to avoid this on both sides is to accomplish the work in stages, and having a change-order-request process built in to the initial agreement.
The first milestone should be an overall review of the accomplished workload, discussing the steps to proceed with a change order request (for newfound needs), or to provide a means to indemnify if both parties do not agree to proceed or make concessions.
The contractor can follow up with a spreadsheet that outlines if there is any unfinished work how much the market price is for that task, and what they would pitch as an offer exclusive to the clients needs.
The final milestone would be for both parties to agree that all terms of the agreement are met, or that the contractor has done the work as described.
In summary, burnout can only be avoided by good communication and knowing when to concede.
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I think burnout is a phenomenon that occurs when there are improper expectations between the client and contractor. The expected workload increases for the contractor because in the initial agreement the monetary payment, and expected value is worded ambiguously enough that there are unforeseen wedge issues that can form.
No one wants to be seen as taking advantage. However the client is generally not responsible for poor wording in the agreement, and has every right to extract value per dollar that they they were told the work agreed upon is worth.
Conversely the contractor performing the work is only responsible for accomplishing the work as it is written, and not for any needs that may come up from the client before finishing the work.
A possible way to avoid this on both sides is to accomplish the work in stages, and having a change-order-request process built in to the initial agreement.
The first milestone should be an overall review of the accomplished workload, discussing the steps to proceed with a change order request (for newfound needs), or to provide a means to indemnify if both parties do not agree to proceed or make concessions.
The contractor can follow up with a spreadsheet that outlines if there is any unfinished work how much the market price is for that task, and what they would pitch as an offer exclusive to the clients needs.
The final milestone would be for both parties to agree that all terms of the agreement are met, or that the contractor has done the work as described.
In summary, burnout can only be avoided by good communication and knowing when to concede.