Research by Teresa M. Amabile of Harvard Business School has identified reduced creative activity on days when work is fragmented by interruptions. And we know from other research that even young workers, who have lots of experience frequently switching from one device or application to another, need uninterrupted periods during which to successfully tackle particularly demanding tasks.
Automatically diverted to his junk mail folder? Left for later response? The ambiguity created by this online silence can sometimes be worse than a delayed response, according to Northwestern University researcher Yoram Kalman. Our minds go through a series of semiconscious calculations based on past experience: How long does this person usually take to answer e-mail? Should I bother her with a follow-up? Should I escalate my efforts by leaving a voice mail message, and at which number?
Shout out the window at the top of my lungs? Meanwhile, you may have to put a project on hold for an indefinite period while you await a response that the recipient could provide in no more than a minute or two. What does all this add up to? He says organizations ignore that kind of number at their peril. During a recent brainstorming session about cutting-edge management ideas, Jerry Michalski was, well, the birdbrain of the group.
He uses this tool, which visually associates related pieces of information on a computer screen, to save and categorize newly acquired knowledge. Michalski can afford to let go a bit, because he has at his disposal a set of powerful and personalized filters: social networks that gather, select, and value information for him.
One of these consists of his friends on Twitter. Another is Twine, a collaborative bookmarking tool that keeps you up-to-date on selected topics of interest, or twines, by channeling to you online content that fellow idea junkies who subscribe to your twines have found useful. The software tool also scans other twines and automatically recommends items that seem relevant to your interests.
Somewhat less ambitious technologies exist to help those of us who are more enervated than enlivened by the flood of information, especially e-mail. New software tools offer an array of ways to better manage your inbox. Some prioritize Outlook messages by importance, as determined by your history with particular senders; sort e-mail threads according to the work project they relate to; or filter out e-mail that is no longer relevant because, for example, someone else has provided specific information sought by the sender.
Take a walk, get some real work done, or have a snack. And that means modifying your thinking and behavior. But you had better know yourself well enough to determine whether a particular creed is right for you.
Or what about a simple mantra? Regaining some productivity may require you to shed feelings of guilt and inadequacy about not promptly answering e-mail. But Christoff, executive director of information technology at Morgan Stanley, knows the challenges individuals face in managing masses of information. An overwhelming volume of advice is available on how to manage e-mail more effectively. To avoid constant distractions, turn off automatic notifications of incoming e-mail.
Then establish specific times during the day when you check and take action on messages. Make messages easy to digest by writing a clear subject line and starting the body with the key point. For your own sake, send less e-mail: An outgoing message generates, on average, roughly two responses. It takes into account a variety of factors, including whether the sender is a client or someone else the recipient has flagged.
But that makes the classification criteria less transparent, which tends to make users anxious. Although nearly everyone acknowledges that individuals, to varying degrees, pay a personal price in their struggles to manage e-mail and other types of information, few businesses have viewed the challenge as a corporate issue.
You are here
Organizations are increasingly realizing, though, that they stand to benefit from helping people get a better handle on the problem. Besides enabling individuals to process information more efficiently, companies should also encourage them to be more selective and intelligent about creating and distributing information in the first place. Several new technologies focus on regulating e-mail volume within an organization. A market-based system known as Attent, developed by a company called Seriosity, allots users equal amounts of a virtual currency, which they use to attach a value to each message as a signal of importance.
Recipients can then prioritize their inboxes on the basis of the value assigned to individual messages. But the tool gives senders the option of interrupting you anyway if they must.
- Distracted driving is No. 1 cause of deaths on Ontario roads.
- Who was Becky Godden-Edwards?.
- Facts & Statistics About Texting & Driving (Updated for ) | San Diego California!
- Drunk Drivers Less Accident Prone Than Other Distractions?.
- Caring for Mother: A Daughters Long Goodbye.
- Set Yourself Free: How To Have A Thriving Small Business...And Enjoy It!;
That can begin with education. Nathan Zeldes, the former Intel engineer, combined technology and education in a real-time software tool called the Intel Email Effectiveness Coach, designed to help users achieve productive e-mail behavior. Companies also need to establish organizational norms for electronic communication, either explicit or implicit.
If a standard is implicit, senior executives should set an example. No employee wants to be the first to abandon a practice that contributes to e-mail overload, such as sending weekly reports to all division heads simply to maintain visibility. The aim would be to carve out an extended stretch of relatively uninterrupted time. Or a manager might identify for her direct reports situations in which an in-person exchange or a phone call should replace an e-mail—not so much to foster face-to-face interactions as to speed decision making. When three or four e-mails have bounced around a group, someone may simply need to pick up the phone and settle the issue at hand.
The IT department could come up with guidelines specifying the preferred communication channels for different types of information. For example, e-mail could be reduced significantly if group newsletters and announcements were posted on a company intranet or wiki, which pulls in people seeking the information instead of pushing it at them. The IT folks could also replace those irksome confirmation-of-receipt requests from senders with auto-responses from recipients.
Such responses would alert senders to your personal schedule for answering e-mail and urge them to phone if something needs attention sooner than you are likely to respond. If I think of an e-mail as something to be answered within the business day and you think of it as something to be answered upon receipt, ill will and bungled decisions may ensue. When suggested norms, such as not sending e-mails to colleagues after 10 pm, fail to stick, encouragement can become enforcement—shutting down e-mail servers at Strict measures may ultimately be necessary because information overload has an ethical dimension.
The down arrow in Outlook, indicating to the recipient that the message is of low importance, has always intrigued me: Even when it is used, which is rarely, many people open the message immediately, curious to see what content warranted the designation. In looking for ways to reduce the burden of information overload, an organization must strive to balance sender benefits against recipient costs. Paul Hemp. New research and novel techniques offer a lifeline to you and your organization. September Issue Explore the Archive. Executive Summary Reprint: RJ The value of information in the knowledge economy is indisputable, but so is its capacity to overwhelm consumers of it.
The Idea in Brief Ready access to information can be at once invaluable and overwhelming, as can the ready access to one another that people have in the information economy. The difference is that many people are unaware of the extreme dangers of texting while driving, and drivers continue this behavior on a regular basis throughout the country.
Texting can always wait until you arrive at your destination, or simply pull over to the side of the road.
Distracted driving is No. 1 cause of deaths on Ontario roads | pivezafibepy.cf
Many drivers mistakenly think they are fully capable of safely texting while driving—until something terrible happens in a split second. Regardless of whether a driver receives a traffic citation for texting when a car wreck occurs, victims of distracted drivers can always pursue legal action. If a driver was using a cell phone at the time of the crash or was otherwise negligent, that driver will be responsible for your injuries and property damage.
At Stewart Law Offices, we focus on defending victims of serious injury. We understand that after a car crash or other serious accident, your injuries may make seeking legal assistance difficult or even impossible, so our attorneys can travel to the hospital or your home anytime to provide you with a free consultation about your legal options.
Our injury attorneys know that both texting while driving as well as drunk driving are extremely hazardous, and we work to get victims the compensation they need. Talk to our lawyers anytime by calling our office or filling out the contact form on our site for free attorney advice about car accidents. See Address. Tap To Call: 1.