Mobile Phone Distraction, and the Multi-tasking Myth

mobile phone?New Google President Sundar Pichai was recently ambushed interviewed by a rather aggressive interviewer from the New York Times about the increasingly intrusive nature of mobile phones. The interviewer was implying that it was the task of Google to make phones less distracting, intrusive and anti-social.

CONOR DOUGHERTY was obviously fishing for a quote on “phone intrusion“, and turned a real opportunity into an embarrassing attempted ambush. Sundar was too polite to tell him to move on, but I think from the editing of the interview and comments, that readers can see the trend in the questions.

His proposition is completely wrong. Everyone has control of their own phone. The apps used, and the way of using them is at the discretion of the user. We each can choose to mute alerts, close apps, or mute the phone completely.

If there is any case for intrusion, I think it is management expecting employees to stay connected to their jobs 24 x 7, via e-mail, text and phone simply because the technology is available. An example is Microsoft’s pitch for Office 365. It lets you keep working on vacation, at the kid’s recital, or over dinner.

The individual must make their own decision as to how they will respond for the welfare of themselves and their families.

The belief that we can “multi-task” if we are smart or young enough is completely incorrect. The mind focuses well only on one thing at a time. Creative people are familiar with the concept of “flow” or being “in the zone”. This is that wonderful place we go when the right side of the brain takes over what we are doing, and we become productive. Really productive. We also lose all track of time, and, often, our ability to speak is impaired.

Some companies are now hiring people based on their (percieved) ability to multi-task. And some use this mythical ability as a keystone of their resume. But the damage done by multi-tasking is now well documented.

The Guardian Newspaper quotes MIT’s Earl Miller as saying “People can’t do [multitasking] very well, and when they say they can, they’re deluding themselves.”

The constant distraction caused by interruptions of any type severely disrupt our ability to be productive. They can also annoy or offend others, in meetings or a social setting.

So:

  • Turn off phone notifications.
  • Let workmates know you do not reply to messages and e-mail instantly, but are batching it up to process at a set time each day.
  • Unless it is being used for notes, PUT YOUR PHONE AWAY in meetings.
  • At business lunches, pile the phones up on top of each other in the middle of the table, and the first person to grab his phone pays for lunch.
  • Focus on one thing for 25 or 55 minutes, take a break, and move on to the next thing.

A smartphone is a powerful tool, and it can help us in many situations from navigating to an unfamiliar destination to providing weather, flight, and accommodation information. But if we allow to to distract us constantly with Twitter, e-mail, Facebook and Instagram notifications, we are becoming slaves to a device designed to help us.

If we do not control our phone It becomes our master, not our slave.

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Written by Phil Stephens of Philstephens.com.au .

“The Checklist Manifesto” by Atul Gawande

The Checklist Manifesto
The Checklist Manifesto

A Book Review – “The Checklist Manifesto” by Atul Gawande.

I buy too many books, and often they sit on a shelf (or my Kindle) for months or even years before I read them.

In this case I bought “The Checklist Manifesto” by Atul Gawande almost as a stocking stuffer. I had bought a book I really wanted online, and since I have been trying out checklists to make myself a little more efficient, this looked like something to add to the order. I was expecting a book about how to write checklists.

Instead I got a book that verged on a thriller. The author has a brilliant, first person writing style, and personally pursued the use of checklists from aviation, construction, medicine and even five star restaurants. From visiting Boeing and seeing how a checklist could save an aircraft by getting in a simulator and experiencing an emergency firsthand to standing in a restaurant for a night counting how many dishes got sent back before they left the kitchen. How Walmart was getting relief supplies into a ravaged New Orleans days before FIMA and the federal government.

This book is fascinating, powerful, thought provoking and absolutely essential reading. I will never see complex processes and systems the same way again.

The author proves that our world has become incredibly, even dangerously complex, and demonstrates that the humble checklist can show us ways for the average, or even exceptional  mind to manage and tame the complexity.

He walks the reader through the process of creating a checklist for the WHO (World Health Organization) for use in surgery all over the world, from impoverished and overworked hospitals to the best in the world. What they did wrong (making them to long or complicated) and how they solved the problem.  The author, a top surgeon, decided to “eat his own dog food” and applied the checklist in his own operating room. It picked up problems immediately, and in one case, described in a humble and honest style, proves that the checklist worked, and saved a life on the author’s own operating table.

The statistics came back from hospitals and operating theaters around the world where extraordinary, and gratifying.

A team of smart people with almost no budget created a checklist, and a desire to use it, and sent it out to the world. That list will continue to save lives for years to come.

I read this book in one day, and will read it again, soon. And I am already writing checklists to help me manage my much too busy business and life.