It seems clear to me that we're more likely to thrive when we're plugged into Reality. And I've noticed that some people who are bored at work are unaware that they are, because they find things to do that disguise the boredom, or at least make it more tolerable. For these people (a little tongue-in-cheek) I offer this list of boredom indicators.
- You can't sleep at night, so you sleep at work.
- You've figured out how to sit at your desk so that nobody can see that you're actually sleeping.
- You wonder if anyone heard that snore when you woke yourself up just now.
- On the way to the coffee machine you look down at your coffee cup and you notice that you already have coffee.
- You look forward to your bathroom break.
- You just arranged lunch with two people you can't stand, just to get out of the office.
- During lunch, you find yourself thinking about what to have for lunch tomorrow.
- You enjoy deleting sp*m.
- You read your sp*m.
- You send sp*m.
- You're usually current on your expense reports.
- You look forward to required training.
- It's all you can do to keep yourself from correcting obvious typos in Wikipedia.
- You correct obvious typos in Wikipedia, but you do it under an assumed name.
- No matter what you're doing, if it's work-related, you feel relief when you're interrupted.
- At work, you surf the Web looking for a new job.
- You do your Web errands (shopping, gifts, etc.) at work. No point wasting time at home on this stuff.
- You've learned the keyboard commands for quickly displaying the next or previous browser tab so you can switch quickly to a tab more suitable for work when someone suddenly enters your office.
- You listen carefully to the phone conversations of the person next door.
- You look at your boss's home in Google street view — again.
- You got pretty good at some of Google's more arcane commands by searching for your ancient love interests.
- You've figured out how to use the Internet All your paper clips are
pointing the same wayto spy on your dog sleeping on your sofa at home.
- All your paper clips are pointing the same way.
- All your paper clips are pointing the same way except the ones that you intentionally turned around so that they wouldn't all be pointing the same way.
- You've discovered that your office is in a time warp, because the clock, while not actually stopped, is moving so slowly that it might as well be stopped.
- You send long email messages to colleagues debating the finer points of stuff that even you don't care about.
- You send email messages that are so long that if you were a recipient, you wouldn't read them.
- Under an assumed name, you hold the daytime North American record in an Internet computer game.
- When a random question comes into your head (like which tree species leafs out first in springtime) you immediately get onto the Web and find the answer.
- And the Number One Indicator That You Might Be Bored at Work: You've read all the way through this list to get to the number 1 indicator that you might be bored at work.
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcomeWould you like to see your comments posted here? rbrenFRHGOyoOVZUnmHsCner@ChacrYEhxNldQRIQvamVoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Pygmalion Side Effects: Bowling a Strike
- Elise slowly walked back to her office, beaten. Her supervisor, Alton, had just given Elise her performance
review — her third consecutive "meets expectations." No point now to her strategy of
giving 120% to turn it all around. She is living a part of the Pygmalion Effect, and she's about to
experience the Pygmalion Side Effects.
- Working Lunches
- To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good
idea, but there are some hidden costs.
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the
answer. The right answer can be good; but often, the right question can be better.
- Reactance and Decision-Making
- Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be
very, very difficult. What makes decisions difficult?
- Office Automation
- Desktop computers, laptop computers, and tablets have automation capabilities that can transform our
lives, but few of us use them. Why not? What can we do about that?
Forthcoming issues of Point Lookout
- Coming July 26: Strategic Waiting
- Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option. Available here and by RSS on July 26.
- And on August 2: Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrencmyGOUJhRVczzouSner@ChacUzKnPJFuCQXptnuuoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's a date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.