The Daily Parker

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The cognitive tax of hybrid work

Author Cal Newport examines "one reason hybrid work makes employees miserable and how to fix it:"

f you ask Americans with a desk job what they want, many say flexibility. Specifically, they want control over where that desk is located and when they work at it. Luckily for them, the American workplace is by some measures more flexible than ever before. About half of U.S. workers have “remote-capable” jobs. And Gallup data suggest that a majority of those jobs are now hybrid, meaning that employees can split time between home and the office. Despite this greater flexibility, however, surveys from last year found that Americans were more stressed and less satisfied with their job than they were during the worst of the pandemic.

What explains this paradox? One possibility is that although hybrid work loosens the rigidity of a desk job, it exacerbates an even bigger problem: what I call the “overhead tax.”

Since well before the pandemic, we’ve lived in a world of low-friction digital communication, where passing an obligation to someone else is extremely easy. I send you an email with a simple question—“Hey, can you handle the Johnson contract?”—and a few moments of my effort have suddenly been alchemized into hours of your own. Faced with a growing number of chores, you push what you can onto other people’s plate, and they respond in kind. The result is an onslaught of ad hoc assignments, whipsawing across inboxes and chat channels, that culminates in a shared state of permanent overload.

The problem with overstuffed to-do lists isn’t just the total time required to execute their contents, but the fact that each new commitment generates its own ongoing administrative demands—emails, chats, check-in calls, “quick” meetings. That’s the overhead tax. Before long, knowledge workers find themselves spending the bulk of their time talking about work instead of actually doing it.

Fortunately I don't feel that in my job, for a number of reasons but mainly that I'm building software, not doing sales. But I'm sure that Newport's essay or the book it excerpts will resonate with many of my friends.

Comments (2) -

  • David Harper

    3/2/2024 7:42:27 AM +00:00 |

    I don't feel that in my job either -- I'm a DBA/developer working almost wholly remotely, and that suits me just fine.  That's largely because I'm old enough and confident enough to push back on stupid requests and because my line manager trusts me to just do my damn job.  That said, the bane of my life (and many of my colleagues at the IT "coal face") is senior management's obsession with work-tracking tools like ClickUp.  I have nothing against such tools, but our senior management regularly announces that we will adopt a different work-tracking tool this year, because the one we adopted last year isn't giving them the features they wanted/were promised by the smooth-talking sales rep/imagined in a fever dream last night.  And it's not just work-tracking tools.

  • The Daily Parker

    3/2/2024 6:22:32 PM +00:00 |

    I've had way too many jobs (i.e., >0) in my career where management had absolutely no idea how to do my job, so they didn't know what doing my job well looked like. Also managers who flip "you can't manage what you can't measure" on its head, and try to measure the unmeasurable instead of just trusting that people will do their jobs. But then again, if you know that your company merely keeps people off the streets rather than accomplishing anything important (see, e.g., www.thedailyparker.com/.../david-graeber-on-bullshit-jobs), what else is there but micromanaging?

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