The multi‐tasking paradox: perceptions, problems and strategies

Abstract

Purpose-The purpose of this article is to describe multi-tasking behaviour in the workplace; to link its cause to the increasing prevalence of low-cost information and communications technologies and to the changing organizational structures that have evolved to meet the demands and opportunities of these technologies. Design/methodology/approach-This article is a presentation of the current literature on multi-tasking behaviour among knowledge workers with a selective bibliography addressing empirical research into the behavioural, managerial and technological aspects of this phenomenon. It then expands to comprehensive coverage of the literature on past and current thinking about task structuring, strategies for coping in a multi-tasking environment and the changing nature of work and organizations, which fuels the need to multi-task in response to these changes. Findings-Among knowledge workers, multi-tasking behaviour appears to be an inevitable consequence of the presence of increasingly easy access to information. Despite the detrimental effect that multi-tasking has on specific task completion, the paradox is that this does not seem to have an effect on overall organizational productivity. For the USA at least, an average 4 per cent growth rate over the past several years of the late twentieth and early twenty-first centuries shows that productivity has increased in tandem with an increase in multi-tasking behaviour and information technologies. Practical implications-Multi-tasking behaviour needs to be understood in the context of its manifestation as a variable that is at least partially dependent on the existence of relatively "cheap" information. In essence, in an information economy, task completion by knowledge workers to a set deadline may be counterproductive to the interests of the organization as a whole. This article describes certain strategies that can be used to minimize the harmful aspects of continuous task switching and to maximize the returns to experience that multi-tasking can bring to an organization. Originality/value-Multi-tasking behaviour and its link to complexity theory may lead to a new understanding of organizations as highly fluid and variable entities that are impossible to design or maintain centrally and yet whose goals lead to the moment by moment creation of micro-organizational structures that accomplish tasks in a manner that engages the full resources of knowledge workers.

Deficit in switching between functional brain networks underlies the impact of multitasking on working memory in older adults

“…In terms of a greater impact of multitasking on WM in aging, this finding is consistent with the detrimental influence that multitasking has been shown to have on a wide range of activities in older individuals (8)(9)(10). Research directed at understanding the basis of age-related interference effects is becoming increasingly important, as older adults remain engaged in the work force later in life (11), which itself is evolving into a more demanding, high-interference environment (12).…”

Polychronicity and Multitasking: A Diary Study at Work

“…We found several relations between antecedents and multitasking, as well as between multitasking and consequences. Polychronicity interacts with these relationships, such that polychronic individuals' affective well-being and self-rated performance are less affected on days with much multitasking compared to monochronic individuals.The continuingly changing demands in today's interconnected workplaces, the concentration of multiple duties in the same jobs, and the growing emphasis on speed and flexibility have made multitasking a necessity in the work of many (Appelbaum, Marchionni, & Fernandez, 2008). Current job descriptions often ask for multitasking ability.…”

“…The continuingly changing demands in today's interconnected workplaces, the concentration of multiple duties in the same jobs, and the growing emphasis on speed and flexibility have made multitasking a necessity in the work of many (Appelbaum, Marchionni, & Fernandez, 2008). Current job descriptions often ask for multitasking ability.…”

De generatie Einstein in supervisie

“…In ieder geval kunnen we ernstige vraagtekens zetten bij zowel de productiviteit als de wenselijkheid van multitasking in het licht van leren en werken (Appelbaum, Marchionni & Fernandez, 2008, p. 1321-1322Oberauer & Kliegl, 2004;Rubinstein, Meyer & Evans, 2003 (Rosen, 2008, p. 108-109). 3 Die voortdurend verdeelde aandacht kan ook sociale gevolgen hebben, vooral irritatie bij anderen die zich niet gerespecteerd voelen als je met hen in gesprek bent en tegelijkertijd iets ander doet.…”

“…Als je iets anders doet tijdens het studeren, komt er gewoon minder binnen en onthoud je minder.' Lotte (17), leerling vwo 5 9 Naarmate iemand meer routine heeft, zou dit risico kleiner worden doordat er minder informatie door die centrale bottleneck moet (Appelbaum, Marchionni & Fernandez, 2008, p. 1317Pashler, 1994). Wat blijft is dat schakelen Multitasking blijkt daarmee vooral een mythe te zijn die is ingegeven door de wens van werkgevers om werknemers zo compleet mogelijk in te zetten, door hen zoveel mogelijk taken tegelijk te laten verrichten, en als het kan zo snel mogelijk, om de productiviteit op te voeren (Appelbaum, Marchionni & Fernandez, 2008, p. 1315-1316.…”