Some people take that fact that they multi-task as a kind of heroic attribute. The implication is that they are so busy that they have to deal with ten things at once and that they do so with aplomb. If you ever felt sceptical about this then your feeling has been well supported by science. Studies show multitasking hurts short term memory, leads to increased incidence of depression and social anxiety and is a major contributor to cognitive overload.
Author Archive for David Creelman
I recently read Dana Ardi’s The Fall of the Alphas. What’s striking is that her argument is a recurring theme in management theory. Is this argument true? Why does it recur? What does it really mean?
HR is always looking for new perspectives, new tips, or new programs. After a while all this newness becomes tedious. Sometimes the new ideas are simply not very good. Sometimes we find they are merely old concepts repackaged in an unfamiliar way. Sometimes there is just too much newness to contend with.
It is common in science fiction to find humans whose abilities have been augmented by implants or chemicals. But these science fiction scenarios are coming to life. Augmented humans will become relevant for HR if the prevalence and impact of chemicals or implants increase significantly—as has happened in professional sports. As there is every reason to think this will happen, we should think through how to react.
What do you think of an incentive design that gives someone a goal, but keeps the incentive secret? Doing incentive backwards flies in the face of what we learned about using rewards. Yet some people do structure incentives this way. Might there be a good reason for it?
One of the most delightful management thinkers I know is Michael Bungay Stanier. He shares a coaching tip that all managers need reminding of: people don’t want advice. This is simple enough, however humans seem consumed by an overpowering desire to give advice no matter how unwelcome it is. Bungay Stanier calls this desire the advice monster.
It is common to find articles on how to be more creative. We all know organizations should innovate. We all like the idea of being more creative. However the failing of these articles is that they presume the shortfall in innovation is because individuals do not think outside the box. The real problem is not the people, it is that organizations are designed to supress creativity.