Thanks, Rob. It sounds to me like this particular case is a lack of good prioritization, and tasks that are different enough from one another to feel like context-switching even when doing one thing at at time.
Everything is set at an equally high priority, with each upcoming task usurping the priority of the current task. There are no low priority moments because stress of the upcoming tasks is the motivator to do the work. I also do believe that context-switching is not limited to the traditional phrase "multitasking," in that you can still do one thing at a time, but if you don't carve out capacity for preparing to do work then you can't execute when it is time to. In this case, I would say priorities need to be set, and time needs to be made between tasks/meetings in order to get into the right mindset, particularly if the tasks are quite different from an execution standpoint. Were there a term for this... On Sat, Sep 5, 2015 at 12:16 PM, Rob Lanphier <ro...@wikimedia.org> wrote: > On Fri, Sep 4, 2015 at 1:27 PM, Max Binder <mbin...@wikimedia.org> wrote: > >> The future tasks matter, but so do the current tasks, and yet in order to >> execute the next task, a sacrifice is made to current productivity. >> > > I think the term you may be looking for is "analysis paralysis > <https://en.wikipedia.org/wiki/Analysis_paralysis>". It's not a perfect > fit, but it seems reasonably close to what you're describing. It's good to > have a limited number of people in any particular organization focused on > planning out "the next thing", but it takes a lot of skill on *everyone's* > part > to ensure that the presence of that focus doesn't lead to organizational > analysis paralysis. > > Rob > > _______________________________________________ > teampractices mailing list > teampractices@lists.wikimedia.org > https://lists.wikimedia.org/mailman/listinfo/teampractices > >
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