Boreout is a management theory that posits that lack of work, boredom, and consequent lack of satisfaction are a common malaise affecting individuals working in modern organizations, especially in office-based white collar jobs. This theory was first expounded in 2007 in Diagnose Boreout, a book by Peter Werder and Philippe Rothlin, two Swiss business consultants. They claim the absence of meaningful tasks, rather than the presence of stress, is many workers' chief problem.
Thomas Goetz, the lead researcher of the work and a professor at the University of Konstanz in Germany, says the multiple types of boredom can be loosely characterized along two dimensions. First, whether it is associated with a positive (score of 1) or negative (score of 5) emotion, and second, by degree of arousal, from calm (score of 1) to fidgety (score of 5).
One more key element of boredom is control. Boredom often occurs when you have little control over your situation. Waiting rooms, lectures, and airline gates are all places where you have little control over your situation. Normally, we react to unpleasant situations by changing the situation. If you don’t like a book you are reading, for example, you close it and do something else. Boredom happens when you are unable to change the situation.
There was also a piano, well littered with music, a sewing bag thrown down upon a cretonned window seat, and the generous fireplace was flanked by two huge baskets, one heaped with magazines, the other a perfectly round mound of yellow fur, which suddenly took form and life as a yellow tabby cat fastened hopeful topaz eyes upon them, blinked away a brief disappointment, and then yawned with ennui.