I was recently doing a self SWOT analysis, where the debate erupted between multitasking and multithinking. I was pondering on "What is my actual strength?" After much deliberation and introspection, i decided I am "Multi-Thinker" rather than a "Multi-Tasker"
I expect you are familiar with multitasking: the ability to perform more than one task simultaneously. Managers who like to overwork their employees love multitasking. They assume that if their employees are performing three tasks simultaneously, they'll work three times as fast.
The logic in that assumption is so thoroughly flawed, it is hard to believe that intelligent managers accept it without question. Perhaps they are too desperate to improve employee productivity.
Logic suggests two points:
1. No one can actually perform several tasks simultaneously. Rather they quickly switch from one task to the other. Hence, all things being equal, multitasking should be no faster than monotasking (that's my own word, incidentally).
2. Bearing in mind point 1, it would seem that a person would require a certain amount of time to switch from one task to the other. Even if that time is tiny, it would add up after numerous switches from task to task. This would suggest that multitasking is actually slower than monotasking.
As it turns out an even more reputable source than me confirms the above two points. In a paper published by the American Psychological Association: “Executive Control of Cognitive Processes in Task Switching”, authors Joshua S. Rubinstein, David E. Meyer and Jeffrey E. Evans confirm what logic tells us. You can download the paper as a PDF at http://www.apa.org/journals/releases/xhp274763.pdf or read the press release at www.apa.org/releases/multitasking.html.
Although multitasking turns out to be counter-productive, multithinking (another word of mine!) is a different matter all together. Multithinking is thinking about completely different issues or tasks at the same time.
Whether you multitask or not, you almost certainly have numerous tasks awaiting your attention at any given time. And it is inevitable that your mind occasionally turns to one task while you are working on another. A multitasker would be inclined to switch tasks at this point. I recommend you stick to the task at hand, but keep a notebook – or at least some paper – nearby when performing any tasks. (Indeed, if you've been reading Report 103 for any length of time, you will know that I recommend having a notebook with you all the time). When the mind turns from the task at hand to another task, simply note down your thoughts in the notebook. Then return to the task at hand.
This simple action does several things at once. Firstly, It allows you to maintain your focus on the task at hand. By making a note of your thought, you are clearing your mind of the distracting idea. This can only improve your focus on the task at hand.
Secondly, when the action of performing task A inspires an idea relevant to task B, it is very often the case that the idea is a creative one that would not have come to mind had we been focusing on task B. In other words, multithinking often inspires creative ideas.
Thirdly, if performing task A provides inspirations for task B, you may come across synergies between the two tasks; synergies which reduce your overall workload – and actually improve your productivity. Such synergies are best discovered through multithinking. Indeed, when ideas come to mind. Do not simply write them down. Try to draw links between your ideas for task B and task A.
Frankly, one of the best places to multithink is during transit, meetings etc. During travelling or general discussions, I have often filled pages of my notebook on ideas relevant to other tasks – and have still followed the lourney or the flow of the meeting.
On the other hand, even as I write this, I have one notepad open on my laptop– and I am slowly filling it up.
So remember. If you want to be more creatively productive. Don't multitask. Multithink!
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Based on an article (by Jeffrey Baumgartner) published in Report103, 1 Feb 2005 issue
