When we switch from one task to another, it takes a while to get going on the new task — up to 15 minutes. And then it takes time to switch back. That's why fragmentation of your day reduces the time available for actual work. We get more done when we switch from one task to another less often.
Here are some tips for controlling fragmentation of your day.
- Limit your interruptible time
- Interruptions are very expensive. They force us to switch from whatever we're doing to assessing why we're being interrupted. Then we decide whether to defer the issue. If we defer, we have to schedule it, park it, or send it on its way. If we handle it, we switch yet again.
- Unless you're an air traffic controller or a first responder, limit your interruptible time to twenty or even thirty minutes per hour. Muzzle your personal hardware. Change your my-door-is-always-open policy to a specified-office-hours policy.
- Don't interrupt yourself
- After years of interruptions, and overloaded as we are, it's difficult to focus. Valuable thoughts — often irrelevant to the current task — pop up constantly, making focus impossible.
- When an extraneous idea appears, capture it on a mobile device or a notepad. Then quickly resume the current task. [Note added in 2012: use your tablet for this if you have one.]
- Configure your job
- After living lives filled
focus is impossible
- Our jobs are interrupt-infested. The more people we collaborate with, the more frequently we're interrupted. The more teams we own or belong to, the more interruptions we have to deal with.
- If you can, minimize the number of teams you own or belong to at any one time. If you're asked to participate in too many teams, start accounting for task switching by including it in your time estimates.
- Resolve ambiguity and confusion aggressively
- Not only are ambiguity and confusion sources of rework, but the task of clarifying becomes a reason to interrupt colleagues — with phone calls, email, or meetings.
- Become a clarity expert. The more clearly you communicate your own ideas, and the more clearly you understand others, the less frequently you'll have to refer to each other for clarification. And less frequent referrals mean less frequent interruptions.
Organizational leaders can help in two ways. Leaders can declare "quiet periods" — times during the day when we don't phone or visit each other. And leaders can minimize the total number of teams in the organization, and focus people on one or two teams at a time.
Sometimes we try to recover time by multi-tasking — we read email while on the phone, or text-message someone while we're attending a meeting. This often leads to a bad result, because multi-tasking is mostly a myth. What we actually do is serial single-tasking. To get more done, stick with one. Next in this series Top Next Issue
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
For more strategies for recovering time, see "Recovering Time: II," Point Lookout for March 16, 2005.
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Games for Meetings: I
- We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized
games. Here's Part I of a little catalog of some of our favorites, and what we can do about them.
- No Surprises
- If you tell people "I want no surprises," prepare for disappointment. For the kind of work
that most of us do, surprises are inevitable. Still, there's some core of useful meaning in "I
want no surprises," and if we think about it carefully, we can get what we really need.
- Unnecessary Boring Work: II
- Workplace boredom can result from poor choices by the person who's bored. More often boredom comes from
the design of the job itself. Here's Part II of our little catalog of causes of workplace boredom.
- The Power and Hazards of Anecdotes: II
- Anecdotes are powerful tools of persuasion, but with that power comes a risk that we might become persuaded
of false positions. Here is Part II of a set of examples illustrating some hazards of anecdotes.
- Ending Sidebars
- We say that a sidebar is underway in a meeting when two or more meeting participants converse without
having been recognized by the chair. Sidebars can be helpful, but they can also be disruptive. How can
we end sidebars quickly and politely?
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, 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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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
- The Race to the South Pole: Lessons in Leadership
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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio 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.