Accept it: you can’t concentrate on two things at once

Multi-tasking isn’t a solution to soaring workloads. It’s a huge part of the problem.

There are some topics that it’s worth returning to periodically; some myths that are so deeply-rooted in our culture that eradicating them is like getting rid of couch grass—you know that it will take many, many applications of weedkiller to do the job. One of these topics is multi-tasking. The more stressed people become, the more they attempt to do several jobs simultaneously. Yet research (and commonsense) strongly suggests that the human mind simply isn’t designed to work that way. Here’s another dose of anti-multitasking “weedkiller.”

What is multi-tasking? It’s a process of mental juggling with tasks or thoughts: trying to handle two or more tasks simultaneously, switching constantly between tasks, or jumping through several in rapid succession. It’s become a staple of macho styles of management, especially Hamburger Management. So much so that people don’t just rely on this supposed ability to handle their crushing workloads; they boast about how many disparate jobs they can handle at the same time. It’s another case of: “I’m better than you are, because mine (my mutli-tasking) is bigger than yours.” The kind of infantile boasting that we fondly think is confined to adolescent boys, but turns out to be just as prevalent in middle-aged ones, especially after several drinks.

Of course, organizations have come to rely on this supposed multi-tasking ability to allow deeper and deeper cuts in staffing to save cost and boost short-term profits. So people pile on the work, constantly switching between tasks, while being distracted by all the e-mails, phone calls, BlackBerry messages and the like that they imagine they have to handle to prove their management and professional ability. Since there’s no time left in normal office hours for real work, what with all the pointless meetings as well, they take work home every evening and weekend, telling themselves that they’ll be able to do it then in peace and quiet.

That doesn’t work either, of course. There are domestic and family matters to attend to. Perhaps the television is on in the same room, or nearby. Other people interrupt with questions, comments, or futile requests for attention. After a day spent juggling half a dozen tasks and distractions at once, the evening or weekend is devoted, in large part, to the same thing. Stress is piled on stress. People lose sleep to work; and when they do get to bed, their brains are on hyperdrive, so sleep is patchy and interrupted.

Multi-tasking isn’t a solution. It’s a vast and growing part of the problem.

Research shows convincingly that doing more than one task at a time, or jumping between tasks, especially complex ones, takes a heavy toll on productivity. This macho approach to handling greater workloads turns out to make the people who use it less productive, not more.

The truth about multi-tasking is simple. You can never have more than 100 percent of your attention available. Split it across two tasks and nothing changes. Still 100 percent. Only now each task has 50 percent—or one has 70 percent and the other 30 percent, however you choose to share out your attention. Even if you “oscillate” between the tasks, each gets only 100 percent for a limited time, before you switch back to the other one. Maybe not even that, since it is known that it can take the mind up to 15 minutes or more to get back to full attention on the task that you previously dropped. Take the average attention devoted over any period and it must be less than 100 percent (remember all the gaps with zero, plus the “warm up” periods?). Now suppose you’re multi-tasking between three or four tasks. How much of your attention will each one get? You do the math. Of course, this assumes you are ever able to put 100 percent of your attention on any task. In most organizations, that’s rarely possible, what with meetings, phone calls, e-mails, and all the other distractions.

People who believe they can multi-task effectively share a dangerous delusion: that paying attention to several things simultaneously actually increases their available attention above 100 percent, so they can still focus fully on every task. This is logical nonsense. It’s like saying you can spend your total income on food and housing and have the same amount available to spend on an expensive vacation. Of course, some people even believe that. It’s called “getting hopelessly over your head in debt.” But there are no banks or credit-card companies available to lend you more attention, even at racketeering levels of interest. However you divide up your attention, you’re stuck with the same overall amount. Just 100 percent, never more.

If you still don’t believe me, look at this research published in the extremely prestigious scientific journal “Nature.” Putting attention on something necessarily means taking it away from something else. Every distraction consumes attention. Every extra task takes attention away from all the others.

A study of brain activity in subjects performing a task in which they were asked to ‘hold in mind’ some of the objects and to ignore other objects has revealed significant variation between individuals in their ability to keep the irrelevant items out of awareness. This shows that our awareness is not determined only by what we can keep ‘in mind’ but also by how good we are at keeping irrelevant things ‘out of mind’. This also implies that an individual’s effective memory capacity may not simply reflect storage space, as it does with a hard disk. It may also reflect how efficiently irrelevant information is excluded from using up vital storage capacity.

Or how about this article in the New York Times [via] ? Or this one in TIME magazine?

Our total awareness is limited to only three or four objects at any given time. We can concentrate fully on only one.

Because of this “extreme limitation,” people need to control what reaches their awareness, so only the most relevant information in the environment consumes their limited mental resources. Try to fill your mind up with too many things (e.g. by multitasking) and your “limited mental resources” will be as surely overwhelmed as they would be by all those irrelevances. It will be like the party where you’re holding a glass in one hand and a full plate in the other when the Chairman comes along to shake your hand. You just know something is going to drop!

How long will it take to convince everyone, including the grab-and-go organizations and macho Hamburger Managers out there, that true multi-tasking isn’t possible? That what they are doing is lowering productivity, raising stress levels, and turning creative, productive people into semi-idiots?

I don’t know the answer, but I’m sure it won’t be a quick fix. In the meantime, for the sake of your own sanity and health, refuse to join in the whole multi-tasking nonsense. Slow down. Only check e-mails at set times. Turn off your cellphone whenever you can. Don’t attend pointless meetings. Keep right away from inane activities like Instant Messaging people all the time. And if your boss asks you to take on still more work, ask him or her which existing items you should drop to make room.

But above all, never, never, join in all the silly boasting about how much work you can handle and how well you can multi-task. Killing yourself for your career means you won’t be around to enjoy your success, while your organization will. Remember the Latin phrase, much beloved by mystery writers, cui bono? (who benefits). Organizations benefit from multi-tasking and Hamburger Management, not employees. Why should you go along with that? Besides, as the research proves, multi-tasking makes you less effective and productive. If you’re under pressure, multi-tasking is trying to put out a fire with gasoline.

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