Three items posted to LinkedIn. These have to do with aspects of work, two primarily in job settings, and two about productivity.
“What’s one of the keys to mastering multitasking? Feedback,” by Srini Pillay, Ideas.TED.com, 27 February 2018 (posted November 2019)
Interesting discussion of multitasking, juggling & “supertasking.” Some of this is common sense (combining some tasks, layering subtasks of two larger tasks), & some is a matter of mindset (neither doing everything at once – impossible – nor doing one-at-a-time sequentially – no time). Global vs local (self-)feedback is to me a new distinction. Juggling, as a metaphor, implies practice.
In a TEDx talk about impediments to productivity in typical office settings, Jason Fried offered three potential fixes: “no-talk Thursdays,” encouraging passive modes of communication (IM, email), & canceling meetings (at about minute 12). Wondering if there are examples of these being successfully implemented, particularly the first one?
(Wrt email, a side note: Its original intent was to allow asynchronous communication – which ideally lets you tend to it when you’re ready. A lot of what people complain about these days seems to be the result of user behavior – allowing notifications to interrupt us, or checking more often than needed. Where volume of email is an issue, how that is managed is key.)
Just saw a new Ivy Exec newsletter article with the same 4 points – curious. https://www.ivyexec.com/career-advice/2020/4-reasons-your-team-isnt-motivated-and-what-you-can-do-to-fix-it/
Am looking at how to incorporate observations/perspectives such as these in an article on “south of ikigai” dynamics. I.e., where people are good at what they do, they know the work serves a greater need, and they’re paid to do it, but for one reason or another, they don’t like it. Loss of “motivation” is is a key element.