> I think that's the right idea. Caveat emptor working on many tasks in
> parallel (multi-tasking) really doesn't work on any level (individual, team
> etc), see:http://www.infoq.com/articles/multitasking-problems

@Mark
I found that read quite funny and a little bit sad. Have you actually
read the material?

It starts with well documented studies that show that the human brain
cannot handle simultaneous multitasking very well. It then tries to
expand this to concurrent multitasking (sequential uni-tasking) by
referencing some studies that show that Microsoft employees take 15
minutes to get back on task when they are interrupted (because they
take the interruption as an opportunity to check their email, browse
the web, make phone calls, etc). There was also a study that claimed
an average interruption rate of once every 11 minutes with an average
back on task time of 25 minutes (so you apparently get interrupted
twice more before you get back on task, but that should extend your
back on task time to 75 minutes, letting you get interrupted 4 more
times, ...) It is obvious here that the culprit is not concurrent
multitasking but instead the interruptions (which will happen even
with strict uni-tasking until the project is done) and discipline and
focus in getting back to work after the interruption. They even try to
use a study of a recruiting firm that has found that their agent's
optimal performance is with 4-6 concurrent projects (beyond that the
performance decreases) as evidence that concurrent projects are a bad
thing.

The data is there plain as day. I don't dispute the data, I just think
it funny and sad that they are trying to twist the data to make it fit
their discussion point.

That said I wish my boss would read (and believe) these articles. I
could use the reduction in workload under the guise of increasing my
productivity. My job closely fits the recruiting firm's workload, and
the project time schedules would not be reduced any by using the
strict uni-task until the project is complete.

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