What is Wrong With Multitasking?
What is Wrong With Multitasking?
Multitasking is the act of attempting to effectively perform multiple tasks simultaneously.
Some time management trainers advocate "multitasking" as a way to become more productive.
This is wrong advice. Because, if your aim is to perform complex tasks effectively then multitasking prevents you from achieving that goal.
People who attempt to perform multiple complex tasks simultaneously, mess up.
Effective performance can only be achieved when we focus and concentrate on one task at a time.
Why? Because the mind has only a limited amount of energy available to it, which can either be focused onto a single point of high intensity effort, or dissipated across many points, with a corresponding drop in intensity applied to each point.
Effective performance of any complex task requires high intensity mental effort, which can ONLY be accomplished by concentrating 100% of available energy onto a single point.
If more than one task is attempted, then the intensity of effort applied to each task, must be reduced to less than one hundred per cent.
Therefore, an insufficient amount of mental energy is applied to the completion of each task.
The reduced intensity of applied effort will NEVER be sufficient to "crack the case", no matter how long it is applied.
So, it is vital that we focus our minds ONLY onto the task at hand.
We concentrate on performing it in the most perfect form possible.
Then we rest and recuperate.
Then we refocus our minds onto the next task and give it the maximum concentration we can muster, and in the best form we can.
Then we rest, recuperate and repeat.
We don't try to shoot two ducks with one shot, because we will miss both.
Instead we get the ducks in a row and knock them off, one at a time.
"Concentrate all your thoughts upon the work in hand. The sun's rays do not burn until brought to a focus". Alexander Graham Bell
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About the Author: Chris Farmer
Chris Farmer is the founder of the Corporate Coach Group and has many years’ experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.
Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.
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