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may i have your attention please (your full attention): the true detrimental nature of multitasking
for the candy dish). Research suggests that
beyond two tasks, the prefrontal cortex will
discard a task so the brain is not overloaded,
since there are only two hemispheres to
divide the tasks among. In fact, research
suggests individuals who tried to handle
three tasks consistently forgot one and
made three times more errors than individuals who were “dual-tasking.” The only exception to this two-task limit is when one of the
tasks is a somewhat inherent behavior (i.e.,
a “practiced motor skill”), such as walking or eating (although these are learned
behaviors that are initially challenging to
master, these tasks become second nature
based on the amount of time we have been
practicing them).5 However, it is worth
noting that even these behaviors can be
interrupted when full concentration is dedicated to another task, such as individuals so
engrossed in conversation they stop walking
or become so enthralled in an article they
are reading at the breakfast table that they
stop eating their cereal.6 Basically, outside
the realm of seemingly low-level multitasking, performance levels break down.7 Consequently, human multitasking, as we know it,
is really just a product of misinformation.
As roles and responsibilities increase and
individuals transition into leadership positions, those around them, both above and
below, expect leaders to complete an evergrowing list of tasks. The first solution most
people turn to is “multitasking,” but what is
it? Why do we do it? What are the consequences? And how can we more effectively
cope with it?
The seed of multitasking was sown more
than 50 years ago by computer scientist Bob
Bemer in Automatic Control magazine. Bemer
was involved in the initial era of computer
programming and he posited that while the
computer’s CPU was waiting for information to be retrieved, the CPU could work on
another task. This innovation made it appear
that the computer was doing several tasks
at once.1 This CPU feature was identified as
“multitasking.” In fact, a query of the term
multitasking on dictionary.com produced an
initial definition related to computing: “the
concurrent or interleaved execution of two or
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Contract Management | September 2012
more jobs by a single CPU.”2 It was not until
the late 1990s that multitasking leapt from
the computer realm to the human realm. As
it relates to humans, multitasking is defined
as “the carrying out of two or more tasks at
the same time by one person.”3
It is important to note that some types of
human multitasking are possible, but this
ability is extremely limited. What is possible,
however, is for humans to perform separate
tasks occurring in separate parts of the
brain, such as walking while talking or eating while reading the paper.4 To accomplish
concurrent tasks, the brain “splits”—dedicating one half of the brain to each task;
consequently, the brain cannot handle more
than two complex, related tasks at once.
The linchpin to this ability is the prefrontal
cortex, the area of the brain where goals/
intention are formed, (e.g., thinking “I want
some candy”). It is the posterior prefrontal
cortex that communicates to the rest of
the brain to form an action (e.g., reaching
To refer back to the CPU example, the CPU
appears to accomplish multiple tasks at
the same time; however, it really only does
one thing at a time, but switches between
the tasks with blazing speed.8 This “minor”
technicality did not translate to the human
definition or perception of multitasking. In
reality, multitasking, as most people think
of it, is impossible for the human brain.9
The correct description of what is occurring
is “switch-tasking”; people, like CPUs, are
merely rapidly switching between tasks (although without the same speed or precision
of their computer counterparts).10 Another
variation of this concept is “dual-tasking,”
meaning the “actual process of performing
two or more simultaneous tasks” (e.g., walking and chewing gum or driving and talking
on a cell phone), along with the related
concept of “continuous partial attention,”
which is exactly what the phrase implies: to
pay partial attention on a continual basis.11
No matter what you call it, the perception
of the need to multitask has permeated our
society, but why?
may i have your attention please (your full attention): the true detrimental nature of multitasking
One suggested reason for the onslaught of
multitasking is the cultural pressure individuals feel to accomplish more by increasing productivity, efficiency, or both. In fact,
the perception among some individuals is
that multitasking has become necessary
and unavoidable in today’s workplace.
The transition to a knowledge-based
economy with shifting priorities, increasing customer demands, rapid innovation,
and the resulting increase in simultaneous
demands creates the need for adaptability
and innovative solutions to manage these
demands. Sources suggest that this “requirement” to multitask is a result of working within more dynamic organizational
forms created by the increased dissemination and reliance on technology.12 Related
to the idea that multitasking evolved from
computing, new technologies provide us
with ever more opportunities to multitask.
With laptops, smart phones, tablets, and
iPods, regardless of location, individuals can
review and reply to e-mails, plan a birthday
party, check stocks, and listen to music/
audiobooks/seminars all at the same time
(while simultaneously watching television
shows, a child’s baseball game, etc.). This
newfound availability of technology makes
it appear that individuals have to be everything to everyone and available all the time
to provide a response when asked (and to
provide it now).13 This “ability” to multitask
has become a “badge of honor” and a symbol of empowerment in what has become a
“hyper-connected” society.14
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37
may i have your attention please (your full attention): the true detrimental nature of multitasking
e-mail while working on other tasks. The act
is merely a diversion because the actual work
is being avoided.16 Moreover:
Clicking on link after link, always looking
for a new bit of information, we are actually
revving up our brains with dopamine, the
overlord of what psychologist Jaak Panksepp
has called the “seeking system.” This system
is what…causes you to check your e-mail
every few minutes; it’s what keys you up in
Another reason people multitask is somewhat surprising at first, but extremely logical upon examination: avoidance. Clifford
I. Nass, professor of psychology at Stanford
University, is fond of a quote from Sir Joshua
Reynolds: “There is no expedient to which
man will not resort to avoid the real labor or
thinking.” Based on this, and Nass’ research,
one of the key questions in the field of multitasking research is:
[Is] media multitasking…driven by a desire
for new information or by an avoidance
of existing information[?] Are people…
multitasking because the other media are
alluring—that is, they’re really dying to play
Freecell or read Facebook or shop on eBay—
or is it just an aversion to the task at hand?15
Psychiatrist Edward Hallowell has defined
this concept as “screen sucking.” One example of screen sucking is constantly checking
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Contract Management | September 2012
anticipation of a reward. Most of your e-mail
may be junk, but the prospect of receiving a
meaningful message—or following a link to
a stimulating site—is enough to keep your
brain constantly a bit distracted….17
In addition to pressure and avoidance, another reason people multitask is because they
think they can, and it feels good. In a famous
1956 study by George A. Miller (one of the
founders of cognitive psychology), he suggested that humans have a working-memory
capacity (i.e., the ability to cope with multiple facts and perform mental operations)
of seven units (some individuals possess the
capacity for up to nine). This capacity is not
a task, as defined by the common-perceived
definition of multitasking, but rather
consists of “chunks” of information (e.g., a
phone number) and the memory capacity
required to retain and recall it (it is important to note that fatigue, stress, and addi-
tional task requirements decrease individuals’ memory capacity).18 According to Nass,
“heavy multitaskers are often extremely
confident in their abilities.”19 In fact, those
individuals who characterize themselves
as “high” multitaskers are actually worse at
multitasking than their “low” multitasking
counterparts.20 Furthermore, multitasking
is “desirable” because it provides the illusion
that tasks are being accomplished. In fact,
multitasking feels good because it literally
releases dopamine. As previously mentioned,
dopamine causes “good” feelings and, in
the case of multitasking, like all addictions,
when we feel like we have accomplished
something (even though it may be erroneous), we get a “hit” and it keeps us coming
back for more.21 So then, what are the
consequences of more multitasking?
Multitasking has four main areas of
consequence:
ƒƒ
Physiological,
ƒƒ
Psychological,
ƒƒ
Productivity, and
ƒƒ
Quality.
The physiological consequences involve
the brain and how it functions. Research
may i have your attention please (your full attention): the true detrimental nature of multitasking
suggests that prolonged multitasking can
lead to decreased attention spans, poorer
judgment, and memory impairment.22 As
previously mentioned, the prefrontal cortex
plays a key role in completing any task, including multitasking. This area of the brain
is responsible for “marking” the place where
we are in a given task that is interrupted so
we can return to it later.23 Research shows
that extended periods of stress, in particular
feelings of helplessness and the lack of control commonly associated with multitasking,
can actually damage the prefrontal cortex.24
Another area of the brain affected by multitasking is the hippocampus, the area within
the brain key to processing and storing information, as well as controlling declarative
memory (i.e., memory retrieval/recalling
information).25 This area is also responsible
for long-term memory and deep understanding.26 When something is learned
without distractions, meaning full attention
is being dedicated to learning, the hippocampus is involved; however, when the
learning occurs congruent with distractions,
the hippocampus is not involved—learning
takes place in the striatum.27 The striatum
is the area of the brain that is normally
responsible for the ability to learn new
motor skills and “really simple associations.”
Consequently, when we try to learn while
multitasking, we are changing the way we
learn and inhibiting our ability to recall the
information because it is less flexible and
more specialized, since it is not “stored” in
the correct area for retrieval.28
Research suggests that when individuals learn in a multitasking or distracting
environment, in order to best retrieve the
information, they need to be in a similar
environment when they try to recall the information.29 Basically, information individuals “learned” while multitasking is less likely
to be remembered at a later point. So, if an
individual is trying to learn something he or
she needs an in-depth understanding of, and
to maintain the ability to use the information in the future, then multitasking while
trying to learn can significantly inhibit the
ability to truly learn.30
Moreover, as previously mentioned, the
stress related to multitasking can damage
the prefrontal cortex, yet research also
shows that it can actually kill brain cells in
the hippocampus, and such damage can
impair a person’s ability to learn and retain
new facts and skills.31 In fact, Dr. Barbara
Knowlton, when asked if this type of brain
research could help prevent Alzheimer’s
(since the disease stems from the hippocampus), she replied by stating multitasking
would “hurt them even more than a person
who has a normally functioning brain. So
I would recommend…to really try to avoid
multitasking if they want to continue learning and functioning…at the best level that
they can.”32
In addition to memory and learning issues,
some researchers are suggesting that some
individuals who are “chronic” multitaskers
could acquire symptoms of Attention Deficit
Disorder (ADD).33 Moreover, research has
shown that individuals who were constantly
distracted by e-mail and phone calls while
trying to perform a given task showed
Contract Management | September 2012
39
may i have your attention please (your full attention): the true detrimental nature of multitasking
rushed behaviors and loss of concentration due to an unmanageable task load.”35
Individuals also experience “techno stress,”
which is defined as the stress related to the
continuous use of multitasking technological devices.36 Moreover, multitasking is
resulting in individuals turning to doctors
and therapists to cope with complaints of
depression, anxiety, and forgetfulness, in
addition to ADD, as previously mentioned.37
There are also effects of multitasking related
to productivity. Research suggests that multitasking could double the amount of time
it takes to complete two tasks done simultaneously versus completing them individually.38 Furthermore, because of distractions,
interruptions, and multitasking behavior, it is
estimated the productivity of employees at
American companies is reduced by 2.1 hours
per day.39 Research suggests the cause of
this loss of productivity is related to the need
and the time it takes to refocus (as previously
mentioned, the prefrontal cortex is responsible for “marking” where we left off), which
is estimated to be as high as 20 to 40 percent
of potential efficiency lost.40 In fact, it is
suggested that it takes the average person 15
minutes to fully reorient (i.e., get back in the
groove) to a primary task after a distraction.41
One study found that the average office task
takes approximately 11 minutes to complete,
but most tasks were interrupted two or three
times by distractions/multitasking (e.g.,
checking e-mail, reading another document,
etc.).42 These inefficiencies are estimated to
cost more than $650 billion per year.43
a temporary 10-point decline in their IQ
(twice the decline associated with smoking
marijuana)34 Overall, multitasking can result
in damage to the prefrontal cortex.
The psychological effects of multitasking
are remarkably disturbing as well. Constant multitasking can produce feelings
of never being finished and always having
to be available that can result in what
has been termed “Attention Deficit Trait”
(ADT), which is “characterized by distracted,
40
Contract Management | September 2012
Multitasking also affects the quality of the
product, as briefly mentioned previously
with relation to the significant increase in
errors associated with tasks completed while
multitasking. While in the end the task is
completed, multitasking is resulting in a lack
of depth,44 and some researchers are concerned that multitasking/“screen sucking”
is eroding individuals’ ability to reason.45
Simply stated, when multitasking, the brain
compensates by “discounting” the amount
of attention each task receives and the result
is, “you get what you pay for.”46 Overall,
research suggests that “multitasking, which
many have embraced as the key to success,
is instead a formula for shoddy work, mis-
managed time, rote solutions, stress, and
forgetfulness.”47 So, what do we do?
There are multiple strategies for dealing with
multitasking, and it is the combination of these
strategies to suit individual situations and
environments that will prove most effective.
Michael Guld, author of “Effectively Manage
Your Multi-Tasking Day,” suggests that you must
first admit and acknowledge three truths:
ƒƒ “You will never get it all done”—It is not
that there is a supply problem (every
day has 24 hours; always has, always
will), but a demand problem, and
regardless of whether you work 24
hours a day, there will always be more
to be done.
ƒƒ “Your day will not always go the way
it was planned, but that’s ok”—Success should not be linked to quantity,
but rather to productivity level and
whether or not you are moving in a
direction to achieve your goals.
ƒƒ “Everything takes longer than you think
it will, but that’s ok, too”—In order to
maintain a high-quality output, focus
on the task at hand, even if that means
being flexible with other tasks and not
necessarily getting to everything else
on your plate.48
After accepting these truths and focusing on
what you have accomplished versus what
is left to do, Guld provides eight areas that
must be effectively managed to cope with
the multitasking day:
ƒƒ “Effectively manage your goals” by
determining what you are working for
before you decide what to work on.
ƒƒ “Effectively manage your priorities” by
determining what actions to take and
what actions to postpone. Prioritizing
will make it clear where resources,
such as time, energy, and focus, need
to be spent.
ƒƒ “Effectively manage your focus” by
scheduling time for, and managing,
interruptions. This could mean instead
may i have your attention please (your full attention): the true detrimental nature of multitasking
of ad hoc meetings prompted by someone asking “do you have a minute,”
respond by scheduling a time to discuss
their concern, question, or issue.
ƒƒ “Effectively manage conversation” by
communicating clearly and accepting
additional tasks or responsibilities only
after considering your current workload and commitments. This will help
avoid situations where you feel overloaded and are tempted to multi-task.
more hours,” they may say, “I wish I got more
out of the hours I worked…. Wherever you
put your time, your focus, and your energy is
14. See Scott, note 1; and Russell, note 10.
15.
As quoted in Glenn, see note 7.
16.
See “The Myth of Multi-tasking,” Management
Today (November 1, 2009): 48.
17.
R.J. Rosen, “This is Your Brain on the Web,”
Wilson Quarterly 33(4) (Autumn 2009): 50–51.
50
where you will get the greatest results.
And, according to research, multitasking
is not where your efforts, leader or not,
should go. CM
About the Author
18.
See Glenn, note 7.
19.
As quoted in Glenn, see note 7.
20.
See “Multitaskers Bad at Multitasking” (August
24, 2009), available at http://news.bbc.co.uk/
go/pr/fr/-/2/hi/technology/8219212.stm.
21.
See note 16.
22.
See M. Healy, “Multi-tasking May Make Us Less
Efficient, Psychologists Say,” Los Angeles Times
(October 5, 2004): C2.
23.
Ibid.
Kimberly Leezer Himes is a FAC-C Level
ƒƒ “Effectively manage expectations”
by examining your workload and
determining which tasks are the most
important and resetting deadlines for
those that are not.
III certified contract specialist at the Federal
Bureau of Investigation in Clarksburg, West
Virginia. She is a graduate of the 2010–2011
24. Ibid.
NCMA Contract Management Leadership
25.
See K. Foerde and B. Knowlton, “Don’t Talk to a
Friend While Reading This; Multi-tasking
Adversely Affects the Brain’s Learning Systems,”
UCLA scientists report, Ascribe Newswire;
Health (July 25, 2006): 5.
26.
See J. Moritz (writer), “ABC Health Life: Multitasking May Harm Memory; Tips For Better
Multi-tasking” (television series segment), ABC
News (New York, NY: July 25, 2006).
Development Program (CMLDP) and the
Department of Homeland Security Acquisition
ƒƒ “Effectively manage technology” by
responding quickly and succinctly to
the variety of communications (e.g.,
e-mails, phone calls, etc.) that you are
bombarded with daily.
ƒƒ
“Effectively manage organization” by
scheduling time daily to organize your
workspace to avoid feeling stressed, cluttered, and busier than you actually are.
Professional Career Program.
Send comments about this article to
cm@ncmahq.org.
Endnotes
1.
2.
ƒƒ “Effectively manage your mind and emotions” by eliminating worries. Instead
of worrying, determine the source of
the worry and reset your priorities to
take action to fix the conflict.49
In the end, we multitask because of the
misperception that it is advantageous to do
so, when in reality it is more detrimental to
our health, productivity, and quality of product than it is helpful. The pressure we feel,
both as individuals and as leaders, to meet
expectations, and conform to the prevalent
cultural encouragement of multitasking,
makes it hard to avoid, but by recognizing
that there is no such thing as effective
multitasking, we can take the necessary
steps to avoid falling into this inefficient and
ineffective behavioral trap. Guld states:
See S. Scott, “The Myth of Multi-tasking,”
Chatelaine 79(13) (December 2006): 85–94.
“Multitasking,” available at http://dictionary.
reference.com/browse/multitasking.
3.
Ibid.
4.
See Scott, note 1.
5.
See G. Telis, “Multitasking Splits the Brain,”
ScienceNow (April 15, 2010), available at
http://news.sciencemag.org/sciencenow/2010/04/multitasking-splits-the-brain.
html.
6.
See Scott, note 1.
7.
See D. Glenn, “Divided Attention,” Chronicle of
Higher Education 56(21) (February 5, 2010):
B6–B8.
8.
See Scott, note 1.
9.
See P. Atchley, “You Can’t Multitask, So Stop
Trying” (December 21, 2010), available at www.
businessweek.com/print/managing/content/
dec2010/ca/ca20101221_905115.htm.
10.
11.
Winners are those who get the most out of
See J.E.A. Russell, “Career Coach: Move Beyond
the Multi-tasking Badge,” The Washington Post
(January 31, 2011).
See S.H. Appelbaum and A. Marchionni, “The
Multi-tasking Paradox: Perceptions, Problems,
and Strategies,” Management Decision 46(9)
(2008): 1313–1325.
27.
See Foerde and Knowlton, op. cit.
28.
Ibid.; see also Moritz, op. cit.
29.
See Moritz, note 26.
30.
Ibid.
31.
See Healy, note 22.
32.
As quoted in Moritz, see note 26.
33.
See Scott, note 1; and Appelbaum and Marchionni, note 11.
34. See Appelbaum and Marchionni, note 11; and
note 16.
35.
Appelbaum and Marchionni, note 11.
36.
Ibid.
37.
See Healy, note 22.
38.
See Scott, note 1; and Appelbaum and Marchionni, note 11.
39.
See Appelbaum and Marchionni, note 11.
40.
See “But I Am Paying Attention to You, I’m Just
Multi-tasking,” Commercial Law Bulletin 17(1)
(January/February 2002): 7.
41.
See Atchley, note 9.
42.
See P. Venditti, “Multi-tasking has a Downside—
Stay Focused,” Wenatchee Business Journal
20(3) (March 2006): C7.
43.
See Russell, note 10.
44. See note 16.
45.
See Glenn, note 7.
46.
See Healy, note 22.
47.
Ibid.
everything they do and make the biggest
12.
Ibid.
48. Derived from Guld, note 13.
difference. While few people will go to their
13.
See M. Guld, “Effectively Manage Your Multitasking Day,” American Salesman 53(7) (July
2008): 25–28.
49.
grave saying, “I wish I would have worked
Ibid.
50. Ibid.
Contract Management | September 2012
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