Secret of Getting Things Done – Multi-Tasking

In recent conversations with a few friends and even clients, I received some flattering complements that noted an uncanny ability to get things done. I will be the first to admit that I am never the smartest person in the room, nor am I anyone special or unique for that matter. Some things, like being able to complete a project or task, always felt naturally. After much thinking and pondering on the topic, this article came out as the result. Hence, here are the findings I would like to share with you.

If you have read the title and agreed, I am sorry to disappoint you because multi-tasking is actually the reason you are not getting things done. To prove the point, I will use my technical background to describe the history of computers and their internal wiring as the analogy. I think it most accurately describes the complexity within our daily efforts and more accurately reflects the shifts in business environments.

Long time ago, computers were single threaded. They could only do one task at a time. Then, the next step was a development that allowed making computers “multi-task capable”. In reality, there was very little multi-tasking going on. The computer chip was still only able to handle one program at a time, but the processors switched really, really fast from one program to another and also reloaded or copied necessary memory for the programs to run interchangeably, making everyone perceive the image of multi-tasking.

Fast forward to the processors of today with lots of evolution in the middle and we see pure multi-task capable machines. Yes, they are able to do multiple things at the time, and the machines are truly able to do things in parallel, except… Well, the computer physically is a still a single “box”, but inside, there are several, almost completely independent processors that each have their own, completely independent resources like memory. In short, the new computers of today do something completely opposite from their older counterparts. The chips inside work almost completely separate most of the time, except consistently and quickly pausing to synchronize which of the processors does what and when.

To spare everyone from any further tech talk, I am not going to go further in-depth on technical architecture and design. Instead, lets us take a minute and look at our working environments and the difference in both approaches – multi-tasking and not.

Let’s go back to the paper driven, inefficient working environments of the 80s. Workforce used to be segmented and broken down based on function. Then, efficiency initiatives and automation of processes created environments that forced some business units to combine responsibilities, leading to multi-tasking that is very similar to the fast switching “multi-task capable” chips of the past. This was only marginally effective.

Similar to the computer chip analogy, multi-tasking entailed simultaneous activities, but significantly reduced the ability to get things completely finished or done. If you need 4 hours to complete a task, but you keep getting sidetracked for a half hour here and a half hour there, it will probably take a lot more time to reach completion. Plus, the biggest issue in human multi-tasking is that it takes away the concentration from the given activity. The ability to focus on the task at hand adds yet another overhead to being able to achieve progress. Most would probably recognize and agree that we often have days when we are so busy switching between activities that do very little to push our progress along.

Now, let’s look at the latest business environments that are able to achieve fantastic results quickly and efficiently. Most of the time, these results are produced by tightly coordinated teams of individuals that often have widely different expertise and backgrounds, but can take tasks on in multiple areas interchangeably. The members of such teams work on the same goals and collaborate very often to plan and synchronize the identification, prioritizations, and completion of various independent subtasks to reach completion of the goal. This approach is almost an identical copy of the existing modern, high performing computer processors where each chip is in full control of its own resources. Except in reality, the business teams are not multi-tasking from the inner team perspective. Rather, they consist of independent members that are highly synchronized and coordinated.

Here is the proof that we are unable to multi-task. Please think of one errand that you have to do today. Now think of what you had for breakfast. Now, try to think them both at the same time. If you’ve succeeded, please let me know since I would like to meet you. Because… if you can do that, you are unique and you are super human! For most, I guess we’ll have to settle on quick swaps of “post office” and “cream cheese bagel”.