For many of us, the transition back to the office will be a substantial change. Leaders can expect to see varying levels of attention, energy, and self-regulation amongst their team members. As such, the issue of distraction management has received considerable critical attention.
Designing work processes and systems that consider the pervasive nature of distractions will play a crucial role in sustaining employee wellbeing and organisational performance during this dramatic shift. For many leaders, finding a way to stabilise and sustain the attention of their employees presents a huge challenge.
Creating and implementing a distraction management plan can play an important role in forecasting and reducing the effects of fragmenting workplace distractors.
Distraction
Put simply, distractors are things that interrupt our attention. A distraction is anything that draws our attention away from the task of primary interest. We are very good at distracting ourselves and others, even unintentionally.
Distractions at work have been shown to reduce goal progress on the interrupted task and hinder self-regulation processes that occur in the pursuit of one’s work goals[1]. The mitigation of distractions leads to increased focus, engagement, cognitive capacity, and sense of accomplishment[2][3].
What is surprising is that even once a distraction has passed, we are left with what researchers call ‘interruption residue’ – a prolonged period where we have difficulty refocusing on the task at hand. The average person will take 23 minutes and 15 seconds to reorient themselves back to a task once distracted.
If we struggle to be deliberate and intentional with our focused attention, we run the risk of letting our days be consumed by shallow work; “non-cognitively demanding, logistical-style tasks, often performed while distracted. These efforts tend to not create new value in the world and are easy to replicate.”[4]
Whilst there is always a place for shallow work to some extent, in order to produce exceptional work and be considered a superstar employee, we must frequently engage in what Cal Newport has defined as deep work; “…professional activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limit. These efforts create new value, improve your skill, and are hard to replicate.”
Some workplace trends that currently prevent deep work include open floor plan offices, expectations of being immediately reachable, interrupting co-workers and the overuse of meetings.
The strategies that follow are those that cultivate and perpetuate our ability to do deep work.
Deep Work Strategies – Intrapersonal
1. Develop a deep work routine.
Consider the circumstances under which you are able to be your most productive. Some factors to consider may be location, duration, structure, and requirements.
- Are you your most productive in a silent nook, or do you prefer the ambiance of a shared office space?
- Do you work best early in the morning? Are you a night owl?
- How long can you work before you start to fatigue? If you take a short break, how can you keep your head in the game?
Once you have considered your personal productivity requirements, you can start to build a routine that accommodates these preferences. Some other things to consider when developing your routine are the use of concentration aids – for example, some people use timers, scheduled breaks, concentration apps, do not disturb/focus mode, to stay on track.
2. Keep a distractions list.
By writing down our distractions, we are better able to let them come and go and remain focused on task. For example, if I am working on a meaningful task and start thinking that I need to remember to call someone it is useful to write it down on a notepad, thereby alleviating the worry that I will forget, and allowing my attention to return to the work at hand.
3. Eliminate digital distractions.
When your work requires you to be on a device most of the time, the temptation to indulge in web surfing and social networking can be very strong. It can be hard to remain productive at work when the internet is so incredibly entertaining. However, it can be done.
In order to remain our most productive at work, we should choose our digital toolset wisely and stay disciplined with enabled sites and apps when working. It can also help to schedule breaks where you can check for any urgent personal notifications and messages, however these should not be frequent if you are truly dedicated to practicing deep work.
Deep Work Strategies – Interpersonal
1. Schedule collaborative deep work
Collaborative deep work involves working with others to solve a problem, whilst encouraging each other to achieve exceptional output.
Collaborative deep work can be especially difficult, as each of us bring our own distractions to the table. With phone and smartwatch notifications rampant in meetings, asking people for their undivided attention is seemingly impossible.
When requesting time to work on something with someone, try to be clear and intentional that this time is to be used specifically for deep work. It can also help to schedule regular breaks, as this will allow them to attend to any external demands and be more focused throughout.
2. Communicate your deep work intent and schedule.
As a leader, it is so important to communicate the need to focus. Not only is this setting a good example for your team, but it also affords you time and space to complete meaningful work in an interruption-free environment.
Once you have communicated this need for focus to your team, you can use visual prompts such as the traffic light system or some kind of door signage. Block out time on your calendar are busy. You can even change your Out of Office message to let people know you will reply to messages in the afternoon or tomorrow. By communicating your schedule to others, you can undertake meaningful work with minimal interruptions.
With the current informational crush and overwhelming interconnectedness felt by those living in modern society, mitigating distractions at work can be extremely difficult. It is well worth building ways to identify and decrease workplace distractions, enhance your ability to undertake deep work, and aid your transition back to the office.
[1] Mitchell, Harman, Lee, & Lee, 2008
[2] Mark et al., 2008
[3] Orhan et al., 2021
[4] Cal Newport, 2006