The Myth of Multi-tasking

Summary and Review:

The Myth of Multi-tasking
How “doing it all” gets nothing done.
Author: Dave Crenshaw

By: Arzoo Zaheer
Date: Oct-13-08

During my two day excursions at Chapters, I read this amazing 137 page long book by David Crenshaw. Shelved neatly in the “Global Business” section, “Myth of Multi-tasking” demanded my attention owing to its small size and a “specific & bold” title. As I picked up the book, my thoughts wandered idly: “What kind of feedback would this book provides me with?”, “Is multi-tasking really a myth?”, “Would I be able to perform better after implementing the solutions provided in this book?”, “Would this book provide me with the answer as to why I personally find multi-tasking more stressful compared to doing tasks one by one?” Hmm! perhaps this book is worth a read. Let us explore.

Summary:

In this book, Dave Crenshaw, boldly analyzes and argues against the notion that “multi-tasking is a proven method of accomplishing established goals in a time-efficient manner”. The entire book is in the form of a dialogue, where a business consultant named Phil pursues his new coaching client, Helen Whitman – an entrepreneurial Executive- that multitasking is causing her loss of time, loss of focus as well damaging her rapport- building with her employees and colleagues.

Phil starts out by stating that there is no such thing as multitasking. Multi-tasking is defined in Wikipedia as follows:

“…the performance by an individual of appearing to handle more than one task at the same time… An example of multitasking is listening to a radio interview while typing an email.”

This term is derived from “computer multitasking” which is defined in Wikipedia as follows:

“In computing, multitasking is a method by which multiple tasks, also known as processes, share common processing resources such as a CPU. In the case of a computer with a single CPU, only one task is said to be running at any point in time, meaning that the CPU is actively executing instructions for that task. Multitasking solves the problem by scheduling which task may be the one running at any given time, and when another waiting task gets a turn. “

Phil notices that computer and humans, both, are not multitasking i.e. running two or more tasks simultaneously but switch tasking, i.e. switching between different tasks. He then notices that there are two kinds of switch tasking: a) Active switching: one decides to switch tasks, b) Passive switching: An interruption by a colleague or an event causes switch-tasking.

Phil notices that a manager or a CEO is usually interrupted over 32 seconds in one full minute. It seems that more responsibility leads to more interruptions and hence switch-tasking.

Phil argues persuasively that multi-tasking causes loss of time. He provides us with the following exercise to prove his point.

Make a table like this.

M	Multitasking is a lie
1	12345678910111213
M
1

Try writing one alphabet and then switch to writing one digit. Then try writing the entire sentence “multitasking is a lie” and then write digits 1 through 13.

I tried this exercise myself only to find out that the first method takes twice as long as the second method. The first method is an example of switch-tasking. Hence the point is proved that switch-tasking causes significant loss of time. See, in this exercise, we did two switches: a) mental switch, b) pen-switch. Both of these switches (psychological and physical) take some time. It would have been more efficient if one just finished one task completely and then continued to the second task.

Phil argues that switch-tasking not only causes significant delays in finishing assigned goals/projects but it also damages work and personal relationships. He gives a real-life example of how a CEO who is talking to this new employee has to suddenly leave due to an urgent telephone call. This quick “hello and goodbye” does more damage than one can imagine.

At the end of this book, the author discusses two valuable ways of avoiding this dangerous habit of switch-tasking.

Firstly, he advices the readers to set up recurring meetings. For example, if a Manager/ CEO has to instruct his employee several times a day with regards to job-related functions, it would be best to set up a daily meeting lasting 30 minutes, early in the morning. Best time to set up this crucial meeting should be around the time, the employee gets to work. Comparatively, if someone needs the Manager/CEO every once in a while, one meeting per month should suffice.

Secondly, the author advices that one must provide a clear expectation of availability. He suggests that having a sign with times written on it, like the kind a salon has, in front of the office door should signal to the employee when the Manager/CEO has time to take their questions and address their concerns.

Lastly, its best to create your own schedule that should specify when you would be reading the emails, answering phone messages, faxing, finishing a certain project etc. For telephone messages, the author suggests leaving a personalized voice mail that should go as follows:

“Hello, this is Arzoo. You’ve reached my voice mail, which means I’m probably in a meeting with customer right now. I do check my messages frequently, usually at 10 a.m., 2 p.m. and then 4 p.m. If you leave a message, I will be sure to get back to you before the day is over. Thank you!”

The author comments that these tools (fax, email etc.) would prove time-efficient only and only if we learn how to employ these tools efficiently within our given time-budget.

The Review:

The dialogue format serves to invoke positive images and keeps the reader involved into the entire process of debunking the myth of multi-tasking. However, at the same time, it may annoy readers who are used to reading non-dialogue formats.

Dave starts out the book by differentiating between multi-tasking and switch-tasking. He further analyzes differences between passive and active switches. This contrast immensely assisted in enhancing my understanding of switch-tasking as it applies to daily life. Providing real-life example for passive and active switches is an excellent move by Dave that would help in “opening the eyes” of its inquisitive readers, in a step by step, avid manner.

While covering some fundamental problems caused by multi-tasking, the author mentions one of the most critical issues. I have seen this happen in real life though: “The manager is talking to someone and a call comes in. He/she says a quick goodbye and leaves instantly instead of finishing the discussion properly”. Oh, you have no idea how bad this makes the manager looks. The employee gets a picture of someone who is egoistic and self-centred instead of a caring manager who listens to the employees’ work related concerns and answers them comprehensively and satisfactorily. I remember reading this little quote in this book: “No matter how busy you are, you must take time to make other person feel important”.

Dave Crenshaw provides us with helpful exercises which help the reader understand about this issue in a more engaging manner. This keeps the reader involved and interested till and after the end of the book. In my opinion, jotting down some tables for personal use provided motivation to implement the new strategies that are provided by the author in my daily life.

I found the solutions provided by Crenshaw to be very straight-forward, full of good judgment and potentially effective. I will most certainly implement the second solution in my daily work-life. I would also recommend this book to anyone who works in an office, no matter which position he/she holds.

Now a bit about the author: Dave Crenshaw is a graduate from Brigham Young’s University’s Marriot School of Management. He is a business coach, trainer, key speaker at the aforementioned university and founder of “Fresh Juice Strategy”. For more information, view his website at www.davecrenshaw.com