We are all guilty of listening to a conversation in a meeting while checking our email and thinking about what needs to be done that evening at home. It’s called the myth of multitasking and we proudly assert our ability to juggle multiple inputs and create multiple outputs. We believe multitasking to be a necessary skill for keeping up with work and balancing life. Ironically, our attempt to increase productivity through multitasking appears in fact to decrease productivity.
Research indicates that while technology may increase productivity, attempts at multitasking reduce productivity in the short and long-term. In reality, the mind cannot perform multiple tasks at once; rather it rapidly switches back and forth between tasks reducing concentration, accuracy and efficiency. Research has found that tasks can be performed more quickly as individual tasks as opposed to attempting to simultaneously perform the tasks.
There is a distinction between conscious and subconscious tasking. The conscious mind is limited to one item of focus at a time. The subconscious mind though can multitask as a natural function. For example, when driving, your mind is observing, adjusting, deciding and guiding in a simultaneous manner, often without you consciously realizing these mental movements. Conscious thought, however, does not have this ability. It is common for proponents of the myth of multitasking to confuse the ability to multitask at the subconscious level and apply it to the conscious level.
When concurrent tasking is attempted, both tasks receive partial attention as your brain rapidly switches between the tasks. With every shift in focus, a period of refocusing must occur. As these tasks compete for brainpower, your concentration is sub-optimized and eventually fatigue will lessen the brain’s capacity to task even simple functions. A 2010 study by Workplace Options places the cost of lost productivity, due to multitasking among U.S. employers, at $650 billion annually. Yet, proponents of multitasking believe they are more productive by working on multiple projects simultaneously.
The multitasking problem is compounded by new intrusive sources of media and social interaction. Note the change in televised or Internet news sources as an example of multiple channels of messaging. A central frame may occupy the majority of the screen space by streaming a newscast, but banners at the top, bottom and sides are streaming supporting and independent information. Your attention and concentration are divided causing your focus to quickly shift between the sources. Your work environment may share similar patterns of divided attention such as distractions from instant messaging, email alerts, calendar reminders and streaming news. Research indicates that multiple sources of information processed by a quickly shifting attention cause fatigue, slow reaction time and increase mistakes. Need proof — get behind someone talking on the phone while driving.
Music is also a form of distraction. One research study found that heart rate and the time required to react during driving is increased by the presence of music. The increases were noted even when the music was considered to be relaxing. In general, multitasking of physical activities, phone calls and listening to music, appear to diminish concentration, reduce efficiency, increase fatigue and threaten safety.
The increasingly intrusive nature of technology, coupled with the complexities of leadership are enabler for unproductive multitasking. Managing interruptions is part of leadership. However, those interruptions can be managed through compartmentalization. In the early 1970’s a team of researchers found that a manger’s focus is divided among a multitude of tasks that on average require 3 minutes of attention before moving on to the next task or demand. A successful leader is required to manage these interruptions in addition to managing critical thinking responsibilities such as strategic planning and financial analysis. Leadership time must be allocated between periods of facilitated interruption and times of critical thinking. They cannot be co-managed during the same time period.
The number of potential interruptions has exponentially increased since the 70’s causing leader fatigue to be a critical concern for many organizations. Another study found that dealing with interruptions in an unorganized fashion wastes more than two hours of a manager’s time each day. Additionally, it has been shown that once we are interrupted, it takes an average of 25 minutes for us to regain our focus. In total, these distractions and diminished productivity cost U.S. corporations billions of dollars annually in lost innovation and productivity. An approach that compartmentalizes periods of interruption from periods of critical thought can minimize this loss in leadership productivity.
While there may be times that multitasking is the only or desired option, for leaders to believe that multitasking is the source of increased productivity for them and their team is contrary to the research literature. Creating an environment that limits interruptions and promotes critical thinking is key to increased productivity and innovation as a leader.
Next Action Steps
Read more on the topic to better understand the dynamics of workflow and thinking.
Set the example for your team (See companion article for this Series: Breaking the Addiction of Multitasking
Discuss the topic with your team. They may believe that multitasking is required.
Create some “safe havens” in your workspace for quiet reflection and critical thinking.