The Myth of Multitasking

The Myth of Multitasking Plot Summary

Introduction

In today's hyper-connected world, we wear our ability to juggle multiple tasks simultaneously as a badge of honor. "I'm an excellent multitasker," we proudly declare, believing this skill makes us more productive and efficient. But what if this widely accepted practice is actually undermining our performance, damaging our relationships, and increasing our stress? What if multitasking is not just ineffective but actively harmful? The truth is startling: multitasking is worse than a lie—it's a damaging myth that has infiltrated our workplaces and personal lives. By switching rapidly between tasks, we're not accomplishing more; we're accomplishing less and doing it poorly. This exploration will challenge conventional wisdom about productivity, reveal the hidden costs of divided attention, and provide practical frameworks to reclaim focused productivity. You'll discover how to work smarter rather than harder, how to strengthen relationships through presence, and how to create systems that support deep, meaningful work instead of frantic activity.

Chapter 1: Understanding the True Cost of Switching Tasks

The myth of multitasking starts with a fundamental misunderstanding. What we call "multitasking" is actually "switchtasking"—rapidly shifting attention between multiple activities that require mental effort. This distinction is crucial because our brains simply cannot focus on two mentally demanding tasks simultaneously. Helen Whitman, CEO of GreenGarb (an eco-friendly clothing company), proudly described herself as "the Queen of Multitasking." When business coach Phil asked about her typical workday, Helen revealed that in an average hour, she checked email multiple times, took several phone calls, and dealt with numerous in-person interruptions. By mapping out Helen's hour visually, Phil showed her that each vertical line represented a "switch" in attention—and each switch carried a measurable cost. For instance, when Helen was interrupted while writing an email, she had to refocus when returning to the task, often asking the person to repeat their question, then struggling to find her place in the email. What seemed like a quick interaction actually cost her about five minutes of productive time. To demonstrate this cost empirically, Phil had Helen perform a simple exercise: writing a sentence while switching between letters and numbers versus writing them sequentially. The results were striking—the switching approach took Helen twice as long to complete the same amount of work. This tangible demonstration helped her understand the inefficiency of her supposed multitasking prowess. Research backs this up: studies show the average person loses about 28% of their workday due to interruptions and inefficiencies, with executives often losing closer to 50%. This is because each mental switch requires the brain to reorient, creating what economists call a "switching cost." The more responsibility you have, the more hats you wear, the more susceptible you are to these costs. The practical implications are significant: every time you interrupt focused work to check an email, answer a call, or respond to a colleague, you're paying a mental tax. These micro-switching costs accumulate throughout the day, dramatically reducing your effectiveness and extending your working hours. Understanding this reality is the first step toward reclaiming control of your attention and productivity.

Chapter 2: Recognizing the Relationship Damage of Divided Attention

Perhaps the most overlooked cost of switchtasking isn't measured in minutes or dollars, but in the quality of our human connections. When we give others fragmented attention—present in body but absent in mind—we damage relationships in ways that extend far beyond the moment. Through the window of Helen's office, she and Phil observed a telling scene: Jason, an enthusiastic intern, was attempting to communicate something important to his supervisor Tracy. While Jason spoke with animation, Tracy remained focused on company documents, giving him only half an ear and occasional responses. When her phone rang, Tracy immediately answered it and walked away, leaving Jason standing dejectedly before he shuffled back to his cubicle. This brief interaction illustrated the human cost of switchtasking—Jason felt unimportant and dismissed. This pattern was affecting Helen's personal life too. When Phil asked about her family time, Helen reluctantly admitted that while she physically spent evenings with her children, she was usually reading trade magazines or checking emails. "I'm switchtasking on my family, aren't I?" she realized. "I've been there with my children, but I really haven't been there for them." This painful recognition helped her understand why her children often looked at her the same way Jason had looked at Tracy—with disappointment and resignation. The solution begins with presence. When we give someone our undivided attention—even for a short time—we communicate their value. It signals respect and builds trust. As Phil explained, "The people we live with and work with on a daily basis deserve our full attention. When we give people segmented attention, piecemeal time, switching back and forth, the switching cost is higher than just the time involved." To practice relational presence, start by recognizing moments of divided attention. Put down devices during conversations, maintain eye contact, and resist the urge to mentally compose responses while others are speaking. Remember that saying you're good at multitasking during human interactions is like saying you're good at using a less effective method to connect with people. True relationship quality comes from focused presence, not fractured attention.

Chapter 3: Creating Clear 'When' Expectations for Others

A key insight that transformed Helen's approach to managing interruptions came when Phil identified why her employees seemed desperate for her attention. The answer was simple but profound: they didn't know when they would have access to her again. This uncertainty created an environment where everything felt urgent. Phil observed that when people entered Helen's office, they would linger awkwardly before leaving, trying to remember if they'd covered everything. Sally, a key employee, admitted she tried to "squeeze every little bit out of Helen" during interactions because she never knew when she'd next get Helen's full attention. The solution Phil proposed was elegantly simple: create clear "whens" for people. He wrote the word "WHEN" on his notepad and explained that establishing predictable access points would dramatically reduce interruptions. For people like Sally who needed frequent interaction, Phil recommended setting up a daily 30-minute meeting at 10:00 AM. This recurring meeting would serve as a reliable container for all non-emergency questions and discussions. For other employees, weekly or bi-weekly scheduled meetings would suffice. When Helen implemented this system, the results were remarkable. Employees began saving their questions for scheduled meetings instead of interrupting her throughout the day. They felt secure knowing they would have dedicated time with their leader, which reduced anxiety and the perceived need for immediate access. The sporadic interruptions that had fragmented Helen's day began to disappear "as if by magic." For interactions outside these recurring meetings, Phil suggested creating "shop hours"—designated times when Helen would be available for drop-ins. Just as retail stores post their hours of operation, Helen could communicate when she was "open for business" for impromptu conversations. This simple practice further reduced the uncertainty that drove interruptions. The key insight is that people don't resent unavailability nearly as much as they resent unpredictability. By establishing clear expectations about when you'll be accessible, you create the psychological safety others need to respect your focused time. This approach respects both your need for concentration and their need for access, creating a more productive environment for everyone.

Chapter 4: Establishing Protected Focus Time Through Systems

To truly break free from the multitasking trap, Helen needed to move beyond individual tactics to comprehensive systems that protected her focus time. Phil explained that while technology tools like email, cell phones, and instant messaging are often blamed for distraction, the real issue is not the tools themselves but how we allow them to control our attention. Phil demonstrated this by calling one of his clients and putting the call on speakerphone. Helen listened to the voicemail greeting: "Hello, this is James. You've reached my voice mail, which means I'm probably meeting with a customer right now. I do check my messages frequently, usually at 10:00 AM, 2:00 PM, and 4:00 PM. If you leave a message, I will be sure to get back to you before the day is over. Thank you!" Helen was shocked that anyone would set such clear boundaries, but Phil assured her that James's clients and colleagues had come to respect his system, finding him more reliable precisely because he managed his attention deliberately. This example illustrated a crucial principle: technology should serve us, not control us. By scheduling specific times to handle communications, James had transformed potential interruptions into planned activities. Instead of responding reactively throughout the day, he processed similar tasks in batches at designated times, dramatically reducing switching costs. Helen implemented several systems to protect her focus time. She began using a "Do Not Disturb" sign with adjustable clock hands to indicate when she would be available again. She set up email processing times rather than checking messages continuously. She turned off notification alerts and established clear protocols for what constituted a genuine emergency versus what could wait for scheduled meeting times. The most powerful system change was her calendar management. Helen learned to schedule focus blocks—uninterrupted time dedicated to her most important work—and to defend these blocks as vigorously as she would external meetings. She also began building in buffer time between appointments, recognizing that the "switching cost" between activities required transition time that should be acknowledged in her schedule. These systems gradually transformed her workday from a reactive scramble to a thoughtful progression of focused attention. The key insight was that systems precede behavior—without structural support, even the best intentions for focused work will succumb to the path of least resistance.

Chapter 5: Minimizing Active and Passive Interruptions

To effectively combat switchtasking, Helen needed to understand and address the two types of interruptions that fragmented her day: active and passive. This distinction provided a practical framework for reclaiming her attention. Active interruptions are those we initiate ourselves—checking email unprompted, picking up the phone to make a call, or walking to a colleague's desk with a question. Helen was surprised to realize how often she interrupted her own focus. She'd be working on financial reports and suddenly decide to check her inbox, or she'd remember a question for a team member and immediately leave her desk to find them. Phil helped her recognize that these self-initiated switches were entirely within her control. Passive interruptions, on the other hand, come from external sources—the phone ringing, email notifications appearing, or colleagues dropping by unannounced. While these seem less controllable, Phil showed Helen that they too could be managed through proper systems and expectations. To minimize active interruptions, Helen implemented a simple practice: whenever she felt the urge to switch tasks, she would write down the thought or question and return to her original task. This "parking lot" for ideas prevented them from derailing her focus while ensuring they wouldn't be forgotten. She also started batching similar activities—handling all her calls in one block, responding to emails during specific times, and conducting walking rounds of the office at scheduled intervals. For passive interruptions, Helen took several concrete steps. She turned off all device notifications during focus time. She used her "when available" door sign consistently. She trained her assistant to screen truly urgent matters from those that could wait. Perhaps most importantly, she explained the concept of switchtasking to her team, helping them understand why uninterrupted focus time was valuable not just for her but for everyone in the organization. Helen's company also addressed technology-driven interruptions by establishing clear policies around instant messaging. They implemented "Do Not Disturb" features and created guidelines for what communication channels were appropriate for different types of messages. The company found that restricting communication to email or voicemail for non-urgent matters dramatically reduced the passive interruptions that had previously dominated everyone's day. The combined effect of managing both active and passive interruptions created significant productivity gains. Team members reported feeling less stressed and more accomplished, able to engage in deep work without constant disruption.

Chapter 6: Building Personal Systems Before Business Systems

A fundamental insight that transformed Helen's approach to improving her company came when Phil drew a simple diagram showing the relationship between personal systems and business systems. He explained that a business is ultimately a reflection of its leader—and that personal habits cascade throughout an organization. Phil observed that as he walked through GreenGarb's offices, he saw managers and employees rushing around in a state of controlled chaos. Desks were cluttered with papers, people spoke in hurried tones, and there was a palpable atmosphere of stress. "I saw a business that reflects its leader," he told Helen gently. This realization was difficult for Helen to accept, as she had tried various company-wide initiatives to improve the culture—adding fun elements to the break room, organizing more company parties—without addressing the root cause: her own work habits. The breakthrough came when Helen understood that her personal systems—how she managed email, organized her workspace, used her calendar, and allocated her attention—directly influenced the systems her managers adopted, which in turn shaped how the entire company operated. As Phil explained, "If we want to change this company, then where is the best place to start?" Helen realized the answer was herself. This insight led to a methodical approach. Before implementing any company-wide changes, Helen first needed to establish her own personal systems. She began by conducting a time audit, tracking how she was actually spending her 168 hours each week versus how she wanted to allocate her time. This exercise revealed a 22-hour discrepancy—she was mentally scheduling more activities than physically possible, creating constant pressure and inevitable disappointment. With this reality check, Helen redesigned her personal workflow. She established clear boundaries between work and family time. She created systems for processing information rather than reacting to it. She organized her physical workspace to support focus rather than enable distraction. Only after these personal systems were functioning well did she begin helping her management team develop their own systems. The ripple effect throughout the organization was remarkable. As Helen's personal example changed, her managers began emulating her approach. They too established recurring meetings, protected focus time, and minimized switchtasking. Eventually, the entire company culture shifted from frantic activity to purposeful productivity—all starting with one leader's personal systems.

Chapter 7: Leading by Example Through Focused Attention

The most powerful catalyst for organizational change came not from policy mandates or training sessions, but from Helen's transformed behavior. As she embraced focused attention in her own work, she created permission for others to do the same. Three months after their initial meeting, Phil returned to GreenGarb to conduct a company-wide training session on productivity. The atmosphere was noticeably different. Where once there had been chaotic energy and constant interruptions, there was now a sense of purposeful calm. Employees were engaged in deep work, meetings were more focused, and even the physical environment reflected greater intentionality. Sally, who had initially been skeptical about Helen's ability to change, admitted the transformation was real. "I haven't had to wait in line for Helen for over a month," she wrote in a note to Phil, accompanied by cookies to fulfill their friendly wager about whether Helen would maintain her new habits. The entire organization had experienced a cultural shift because their leader had modeled the change she wanted to see. Helen's journey illustrated several key principles of leading by example. First, she openly acknowledged her previous switchtasking habits rather than pretending perfection. This vulnerability created space for others to recognize their own unproductive patterns. Second, she consistently practiced what she advocated—employees noticed that she gave them her full attention during conversations, protected her focus time, and maintained clear boundaries around her availability. Perhaps most importantly, Helen recognized that changing habits requires patience and persistence. When she spent focused time with her family without checking devices or mentally drifting to work concerns, her children were initially surprised—"They asked what the special occasion was!" But as she consistently demonstrated present attention, both at home and at work, people began to trust the change was permanent. The practical application extended beyond personal productivity to business results. Helen realized that when employees switchtasked during customer interactions, it damaged relationships and ultimately sales. By modeling focused attention with her team, she created a ripple effect that improved customer experiences throughout the organization. The transformation culminated in a company that not only performed more efficiently but felt more human. Employees experienced the difference between being half-heard and fully acknowledged, between frantic activity and meaningful productivity. And it all began with one leader's commitment to breaking free from the multitasking myth.

Summary

The journey from switchtasking to focused attention represents more than a productivity hack—it's a fundamental shift in how we value our time, our work, and our relationships. By recognizing that multitasking is indeed "worse than a lie," we can begin dismantling the harmful myth that has dominated our approach to work and life. As Phil wisely noted, "There is only one time line. There is only one you." This simple truth reminds us that our attention is our most precious resource. The path forward begins with a single, transformative step: giving your full attention to whatever person or task is before you. Start by identifying one relationship that deserves more focused presence and one important task that requires deep concentration. Schedule specific times for these priorities, protect those times from interruptions, and experience the difference that undivided attention makes. Remember that systems precede behavior—by creating clear "whens" for others, establishing protected focus time, and consistently modeling the change you wish to see, you'll not only transform your productivity but also inspire those around you to break free from the multitasking myth.

About Author

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Dave Crenshaw

Dave Crenshaw develops productive leaders in Fortune 500 companies, universities, and organizations of every size. He has appeared in Time magazine, USA Today, FastCompany, and the BBC News. His courses on LinkedIn Learning have been viewed tens of millions of times. His five books have been published in eight languages, the most popular of which is The Myth of Multitasking, a time management bestseller. As an author, speaker, and online instructor, Dave has transformed the lives and careers of hundreds of thousands around the world. For more information, visitDaveCrenshaw.com

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