Office Speak: “I’ll give you 2 minutes back.”

You are sitting on a conference call that thankfully is nearing it’s long and bitter end. It’s the fifth or sixth of the day and your ears are the temperature of the inside of an oven underneath the plastic covers that they’ve had on for the last few hundred minutes. Your bladder has reached volume level 11 and is screaming for some relief. Your head is numb from the diversity of subjects that you’ve had to give your attention to and then the person who has been facilitating your torture for the last 58 minutes says, in a tone which suggests that it’s a special gift:

“We’ve reached the end of our agenda, so I’ll give you 2 minutes back.”

There are many variations of this line which may be 5 minutes, or even 10. It’s rarely more than that because it’s almost unheard of that someone who has booked an hour long meeting successfully expedites departure in 30 minutes. We all know, after all, that meetings generally grow to fill the available space.

There you sit, looking at your gift of a few minutes and think to yourself “what am I supposed to do with that?”

You take a quick trip to the toilet, but that doesn’t take you more than a minute and now you’ve only got a minute, or perhaps two, left. What are you going to do?

You don’t have any emails to look through because that’s what you were doing for much of the last 58 minutes and the few minutes you have aren’t going to make much difference to any backlog anyway.

Perhaps you have enough time to make a drink, but you’ve already had enough coffee and your bladder is still recovering.

There’s no point in trying to progress any of the actions that you’ve picked up in the previous calls because they all require you to think and you’re not capable of that type of thinking at this time in the day.

You haven’t seen any daylight yet so a walk outside would lift your spirits, but there’s barely enough time to get to the front door of the building before you need to be on another call. There’s not even enough time for a nap.

And so, you sit there, wondering what you are supposed to do with this gift that you have been given and watch it walk steadily and slowly out of the room.

 

I’m Reading… “When: The Scientific Secrets of Perfect Timing” by Daniel H. Pink

Why do you do what you do, when you do it? That is the fundamental question threaded throughout this book. The reality is, for many of us, we have unconsciously walked into a When of life that has little to do with productivity, performance or even well-being.

When - Daniel H. PinkWe have a tendency to treat all of our awake time as equal, we schedule our days around the priority of an activity and little else. We sit in afternoon meetings conscious of things going a bit slow, but choose to power through. We visit our doctor and expect the best performance from them whenever we go. We remember sitting in afternoon exams wondering why it was so hard. Yet, we all know instinctively that we have certain times of the day where different things are more enjoyable, and times when we are better at doing certain things.

In When, Daniel H. Pink, gives a framework for understanding ourselves, and those around us. As with many human conditions we all sit somewhere on a spectrum and not rigidly into any neatly defined box, but having the boxes helps us to understand ourselves and others. In When the boxes are:

Lark Third Bird Owl
Analytic Tasks Early morning Early to mid-morning Late afternoon and evening
Insight Tasks Late afternoon/early evening Late afternoon/early evening Morning
Making an Impression Morning Morning Morning (sorry owls)
Making an Decision Early morning Early to mid-morning Late afternoon and evening)

Most of us are third-birds – we’re neither extremely larkish or blatantly owly.

If you look through this table you may notice that the mid-afternoon isn’t a great time for anyone or anything and that’s because it isn’t. That post-lunch slump affects most of us and isn’t a great time to progress anything, which is why it’s the ideal time to take a break. Some cultures have breaks built-in with extended lunches and early afternoon naps. This was perhaps the case in the UK some years ago, but it’s certainly isn’t now. Most people have their lunch at their desk while covering their keyboard with crumbs. That, it turns out, is a massive mistake, we would be far more productive if we took a proper break and had a nap.

When is full of advice on how to take good breaks: micro-breaks, moving-breaks, nature breaks, social breaks, even mental gear-shift breaks. Pink’s exhortation is for us to get serious about breaks, to schedule them in and to stick to the schedule.

The mid-point slump, doesn’t just apply to our daily routines though, the same pattern applies to most things – we start and finish with enthusiasm, but struggle in the middle. Pink devotes a number of sections to this phenomenon and in his usual style mixes scientific research with concise practical advice for handling these situations whether that’s a mid-point in a career, in a project or even in a relationship.

I’m not going to cover all of the sections in When here, because there is a lot that I liked about this book and much to apply and the post would be too long if I did. The one remaining section I will touch on though, is the one on synchronising. Getting together with others and performing a task has a powerful impact on our mental and emotional well-being. Having sung in groups most of my life I recognise the power of it in that situation, but I’m predominantly an introvert and wouldn’t go out of my way to join synchronisation opportunities, that’s a challenge. I think that my first step on that one is to join a yoga class, I currently use an app on my iPhone to do my practice, but I recognise that this is robbing me of the synchronisation high that comes from being in a group.

There are certain books that you read and wish that you had read them earlier, this is one of those books. Although, as I reflect upon it, as someone who in many ways is in the middle of things, perhaps it’s best that I read it now, when I need it.

Stop the Self-Inflicted Pain | Why do we do this to ourselves? Why do we let others do it to us?

Do two posts make a series? Anyway, this is second post looking at some modern-day frustrations where we look inside things that we do that are daft and dangerous. Some of them you may not realise are doing you damage, others probably already drive you a bit loopy. Part 1 is here: Stop the Self Inflicted Pain | How Much Better Could Your Life Be?

We have three more topics for today:

Devices in Meetings

What is the purpose of a meeting? Do you know? In almost every case, the addition of screens into that meeting is harming that purpose.

Most meetings that I attend, if I attend in person, are based around a large table. The table is littered with laptops, phones and tablets. People join the meeting with every intention of contributing wholeheartedly to it, but within minutes they are distracted. They don’t mean to be, but they are powerless to stay away from the distracting movements that are occurring before them.

“But” I can hear you say…

“But, what if I want to take notes electronically?” If you are far more disciplined than me, then perhaps you can have a powerful, internet connected, multi-skilled device there in-front of you and only use it to take notes. If that is you, then I take my hat off to you, but it’s still not as good for you as writing notes.

“But, what if I need the material off my laptop to inform the meeting?” That may be a perfectly valid point, but it should be limited and clearly understood in the objectives for the meeting, often it’s an excuse.

“But, what happens if someone needs to contact me?” This is the ultimate expression of the problem. If you take a device into a meeting because you think that someone may need to contact you, then you will be spending a significant amount of time in that meeting distracted by the potential that someone is going to contact you. “Has my phone run yet?” “What’s was that email that has just come in?”

Multi-tasking

One of the main reasons that devices in meetings is such a bad idea is that it draws us into multitasking and we are very poor at multitasking.

There are numerous experiments that show our inability to task switch, but perhaps we need the kids to show us how it is (not) done:

There’s also growing evidence that the impact of persistent multitasking is lasting harm. You’re less effective while you are multitasking, but you are also permanently numbing down your brain.

Aside from the impact on our brains there are situations where multitasking is downright dangerous. Those of you who still think you can text and drive are kidding yourself:

It has become normal many of us to multi-screen in front of the TV every night. Even if we are only using our tablet or phone while the adverts are on, we are still expecting our brains to multitask. Those advert may be annoying, but rather than picking up a screen we would be much better standing up and having a stretch.

This isn’t a new subject for me, but we still have a very long way to go before people listen.

Open Plan Offices

Once the darling of every office manager the open plan office is a disaster for productivity.

You don’t need to look any further for evidence of this than this invention from Panasonic:

wearspace_rolling

These are a pair of blinkers for the office, for those times when you need some peace and quiet to get your job done! Seriously!

Again, I hear that “but” word entering into your head. The primary “but” for open plan offices is: “But, doesn’t it improve communication between teams and enable more creative interactions?” Let me put it as simply as I can: “No.”

Open plan offices drive down interactions:

The results were stark: after the shift to an open-plan office space, the participants spent 73 per cent less time in face-to-face interactions, while their use of email and instant messenger shot up by 67 per cent and 75 per cent respectively.

Most people spend their time in an open plan office with headphones plugged in which makes it difficult to know whether they are one a phone call so it’s normal to instant message them, even if they are on the next desk.

How many more things?

That’s eight different areas that we’ve covered in two posts, I wonder how many more there are? Imagine if each one improves your productivity, or wellness, by just 2% we would have improved our lives by at least 16%!

“it’s not enough to get the design right, you’ve got to…

“it’s not enough to get the design right, you’ve got to design the right thing”

Bill Buxton – Designing the future with the help of the past with Bill Buxton

More complete quote:

Problem-setting is basically, it’s not enough to get the design right, you’ve got to design the right thing. And so, if you just leap in and start building something where you’ve got a solution, you have no idea if that’s the best option. There might have been a better way and you didn’t take time because you are already behind schedule. But here’s the crazy thing. At the beginning of the product cycle, you have a small team just getting going. Your burn rate, in terms of what it’s costing you per week in terms of the project and that, is very, very low. So, what you then should be doing is thoroughly exploring a range of different alternatives. Problem-setting, part of that process is this notion of, you cannot give me one idea. You have to learn how to work quickly and give me multiples. That’s a technique for this whole issue of, how do you deal with the problem-setting? And by exploring the space first… oh, that’s the real problem… Put it this way. You have a bunch of people that talk about user-centered design. And they’ll say, you know, go talk to your users and they will tell you what to do. Okay. Would you go to a doctor where you walked in, and the doctor said, okay what’s wrong with you, what operation do you need and what drugs should I give you under what dose, right? And that’s how some people naively interpret user-centered design, is “listen to users.” And, no. I’m going to ask you all kinds of questions. But I’m going to take all of those as part of the information that helps me make a diagnosis. And so, where do we collect the symptoms to find out where the real problems are? You’re telling me this. I understand the situation. Now, I have to know enough about your industry to ask pertinent questions. And for me, that’s what the problem-setting is. The designer, the main equipment is to have that meta-knowledge. And that’s where the diverse interests come in, so how do you get that knowledge? But if you don’t even know that’s the kind of knowledge you need to get, you’re not even going to go looking for it.

“Technology is neither good nor bad; nor is it…

Six Laws of Technology

  1. Technology is neither good nor bad; nor is it neutral.
  2. Invention is the mother of necessity.
  3. Technology comes in packages, big and small.
  4. Although technology might be a prime element in many public issues, nontechnical factors take precedence in technology-policy decisions.
  5. All history is relevant, but the history of technology is the most relevant.
  6. Technology is a very human activity – and so is the history of technology.

Melvin Kranzberg