Directed Attention Fatigue

Reading anything more complicated than a Popeye cartoon — for example, this article — requires at least some degree of concentration. As you read, you have to shut out the sights and sounds around you, and halt any unrelated thoughts. If you don't, then you might reach the end of a paragraph only to realize that you have no recollection or understanding of what you just read.

Psychologists use the phrase directed attention instead of concentration. To direct one's attention requires effort. And eventually we get tired.

Most brainwork jobs require prolonged periods of directed attention — reading and writing, of course, but also listening, problem solving, debating, choosing, deciding, remembering, and more.

When we design our workspaces, or when we choose an approach to dealing with the incoming task stream that plagues our workdays, we make choices. One choice is to acknowledge that human beings have inherent limits to their performance, and then do our best to meet the needs of the job within those limits. The alternative is to deny the existence of limits to performance, to accept the burdens of the job, and to believe that we ought to be able to do whatever is required. Most people choose the latter. They deny that there are limits. That path, experience indicates, leads to unhappiness, frustration, failure, and burnout.

So let's look at one of those limits — the one psychologists call directed attention fatigue (DAF). It is the mental exhaustion that results from overuse of the mechanisms by which our brains suppress stimuli other than those that are task-related. We rely on these mechanisms to maintain directed attention — to focus on the task.

The symptoms of DAF include:

• Impaired judgment
• A "short fuse:" irritability
• Misperception or failure to notice (or care about) social cues
• Restlessness, confusion, forgetfulness
• Acting out-of-character
• Impulsiveness, recklessness, impaired judgment
• Inability to plan or make appropriate decisions
• Decreased awareness of effective thinking tactics and strategies
• Degraded problem solving skills

Because so much brainwork is carried out in teams or groups, these symptoms of DAF clearly jeopardize our effectiveness. Learn to recognize these symptoms in yourself. When you suspect DAF, try these interventions:

• Rest. Take short breaks.
• Limit the number of active tasks.
• Minimize distractions. Turn off automatic alerts and blank the screens you aren't using.

If you lead teams, learn to recognize the symptoms of DAF in others. To prevent DAF, take steps:

• Assign Because so much brainwork is
  carried out in teams or groups,
  symptoms of DAF clearly
  jeopardize our effectivenesstasks to people who want to do them
• Monitor team members' working hours, and keep them reasonable. The edge of unreasonable is about 45 hours per week.
• Do what you can to make working environments quiet. Cubicles are a really bad idea, and you might have to live with them. If you do, add DAF to your risk plan.
• Don't let conflicts fester.

Have you noticed the symptoms of DAF in yourself or others at work? Track them. Notice trends. And pass this article around.  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Your comments are welcome

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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Conflict Management:

Managing Pressure: The Unexpected

When projects falter, we expect demands for status and explanations. What's puzzling is how often this happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing pressure.

Virtual Termination with Real Respect

When we have to terminate someone who works at a remote site, sometimes there's a temptation to avoid travel — to use email, phone, fax, or something else. They're all bad ideas. Terminating people in person is not only a gesture of respect. It's good business.

Pumpers

In workplace politics, some people always seem to be seeking information about others, but they give very little in return. They're pumpers. What can you do to deal with pumpers?

OODA at Work

OODA is a model of decision-making that's especially useful in rapidly evolving environments, such as combat, marketing, politics, and emergency management. Here's a brief overview.

Impasses in Group Decision-Making: II

When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic tactics.

See also Conflict Management and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

Coming January 29: Higher-Velocity Problem Definition

Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.

And on February 5: Unrecognized Bullying: I

Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.

Coaching services

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

Public seminars

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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.