{"id":514,"date":"2007-08-23T22:27:37","date_gmt":"2007-08-23T20:27:37","guid":{"rendered":"http:\/\/www.mandyschiefner.ch\/blog\/archives\/1012"},"modified":"2007-08-23T22:27:37","modified_gmt":"2007-08-23T20:27:37","slug":"ununterbrochen-unterbrochen-2","status":"publish","type":"post","link":"https:\/\/2headz.ch\/blog\/ununterbrochen-unterbrochen-2\/","title":{"rendered":"Ununterbrochen unterbrochen"},"content":{"rendered":"

Ich habe schon einmal hier<\/a> dar\u00c3\u00bcber berichtet, jetzt bin ich in der aktuellen Ausgabe von First Monday wieder darauf gestossen. Allerdings geht es dabei nicht nur um das Unterbrochen werden, sondern auch um die Informationsflut:<\/p>\n

Today\u00e2\u20ac\u2122s rapid flow and exchange of information, and the consequent tasks they impose, are overwhelming for knowledge workers and their managers. The barrage of communication exacts a toll on their productivity, as well as on their personal well\u00e2\u20ac\u201cbeing. The problem encompasses two distinct yet interlinked causative phenomena:<\/p>\n

1. E\u00e2\u20ac\u201cmail overload<\/strong>. A typical Intel knowledge worker receives 50\u00e2\u20ac\u201c100 work\u00e2\u20ac\u201crelated e\u00e2\u20ac\u201cmail messages each day [3]. The continual accumulation of messages is a major driver of employees\u00e2\u20ac\u2122 work experience. This volume represents a sizable task load, starting with the need to read and dispose of messages and ending with execution of uninvited work generated by those messages. This e\u00e2\u20ac\u201cmail barrage taxes employees\u00e2\u20ac\u2122 resources and reduces time they can devote to their primary work. It also places them in a frustrating, unending rat race.
\nThe problem isn\u00e2\u20ac\u2122t the abundance of accessible information. It\u00e2\u20ac\u2122s the queued streams of pushed information; that is, the accumulation of messages governed by the expectation that the worker process them all [4].<\/p>\n

2. Distractions\/interruptions<\/strong>. On average, knowledge workers can expect three minutes of uninterrupted work on any task [5] before being interrupted. Sources of interruption include e\u00e2\u20ac\u201cmail, instant messages, phone calls, text messages, co\u00e2\u20ac\u201cworkers, and other distractions [6]. The majority of these distractions are attended to immediately.
\nThe result is that people average 11 minutes on any one \u00e2\u20ac\u0153working sphere\u00e2\u20ac\u009d (project) before switching to another project altogether [7]. This extreme fragmentation of work results in a severe cumulative time loss, with some estimates as high as 25 percent of the work day [8]. In addition, the inability to concentrate on an intellectual activity requiring more than a few minutes has a debilitating effect on employees\u00e2\u20ac\u2122 ability to achieve optimal results.<\/p><\/blockquote>\n

Die Auswirkungen dieser Fragmentierung des Arbeitsalltags in kleine H\u00c3\u00a4ppchen sind dabei dramatisch:<\/p>\n

People are less capable of thinking, generating creative ideas, and effectively solving problems.<\/p><\/blockquote>\n

Oder zugespitzt ausgedr\u00c3\u00bcckt:<\/p>\n

\u00e2\u20ac\u0153In the information society, nobody thinks. We expected to banish paper, but we actually banished thought\u00e2\u20ac\u009d \u00e2\u20ac\u201c Michael Crichton
\nThe creative thinking process requires long stretches of uninterrupted time, to study books, articles and online resources, and to process information, sorting it mentally and generating insight. These activities take time as well as mental concentration, which builds up slowly and can easily be lost.
\nField research demonstrates that restoring daily segments of contiguous \u00e2\u20ac\u0153Quiet Time\u00e2\u20ac\u009d can have a major effect of increasing productivity in development teams [21], [22]. Additional research shows a correlation between a fragmented work mode and reduced creativity [23].
\nIn the past, such thinking time was core to the work paradigm. Newton got hit by that apple because he was sitting under a tree. Sitting and contemplating the world (what we now call \u00e2\u20ac\u0153doing nothing\u00e2\u20ac\u009d) was an expected part of a scientist\u00e2\u20ac\u2122s routine. <\/strong>More recently, say ten years ago, employees could still expect to do some thinking \u00e2\u20ac\u201c if no other way, after 5 PM, during the weekend, or by hiding in a conference room.
\nToday, the only time we can think is when the flight attendant orders us to close our notebooks prior to landing. At any other time \u00e2\u20ac\u201c 24×7 \u00e2\u20ac\u201c we\u00e2\u20ac\u2122re accessible to beeping, alerting, attention\u00e2\u20ac\u201cgrabbing devices and software tools. We are expected to respond to them instantly. One perspective is that technology channels our thinking to multiple, mostly trivial problems instead of focusing on a few important ones where we can create real value.<\/p><\/blockquote>\n

Quelle: Zeldes, N.; Sward, D.; Louchheim, S. (2007). Infomania: Why we can’t afford to ignore it any longer. First Monday, 12 (8). Verf\u00c3\u00bcgbar unter: http:\/\/www.firstmonday.org\/issues\/issue12_8\/zeldes\/index.html [22.08.07].<\/p>\n

Es wird Zeit, dass wir uns mal wieder Zeit nehmen, einfach „nur“ zum Nachdenken, zum Philosophieren, zum „um-die-Ecke-denken“. Und das ohne schlechtes Gewissen. Warum nicht einfach mal alle neuen Blogbeitr\u00c3\u00a4ge ignorieren? Wenn etwas wichtiges dabei ist, wird man schon darauf aufmerksam. Wie w\u00c3\u00a4re es, mal kein schlechtes Gewissen zu kriegen, wenn man eine Woche nichts gepostet hat, und sich statt dessen vorzunehmen, \u00c3\u00bcber den n\u00c3\u00a4chsten Beitrag ein wenig zu „hirnen“? Und im B\u00c3\u00bcro: warum nicht einfach den E-Mail Account nur zu bestimmten Zeiten leeren? Ich habe angefangen, mein Maiprogramm nicht mehr offen zu lassen, sondern es zu schliessen, so dass ich nicht jede neue Mail direkt auf dem Bildschirm habe. Einfach mal die B\u00c3\u00bcrot\u00c3\u00bcr schliessen und sich in aller Ruhe der n\u00c3\u00a4chsten Aufgabe widmen. Einfache Dinge, aber aus Erfahrung schwer umzusetzen.<\/p>\n","protected":false},"excerpt":{"rendered":"

Ich habe schon einmal hier dar\u00c3\u00bcber berichtet, jetzt bin ich in der aktuellen Ausgabe von First Monday wieder darauf gestossen. Allerdings geht es dabei nicht nur um das Unterbrochen werden, sondern auch um die Informationsflut: Today\u00e2\u20ac\u2122s rapid flow and exchange of information, and the consequent tasks they impose, are overwhelming for knowledge workers and their […]<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-514","post","type-post","status-publish","format-standard","hentry","category-mandyschiefner"],"_links":{"self":[{"href":"https:\/\/2headz.ch\/blog\/wp-json\/wp\/v2\/posts\/514","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/2headz.ch\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/2headz.ch\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/2headz.ch\/blog\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/2headz.ch\/blog\/wp-json\/wp\/v2\/comments?post=514"}],"version-history":[{"count":0,"href":"https:\/\/2headz.ch\/blog\/wp-json\/wp\/v2\/posts\/514\/revisions"}],"wp:attachment":[{"href":"https:\/\/2headz.ch\/blog\/wp-json\/wp\/v2\/media?parent=514"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/2headz.ch\/blog\/wp-json\/wp\/v2\/categories?post=514"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/2headz.ch\/blog\/wp-json\/wp\/v2\/tags?post=514"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}