Interruptions at work are seldom portrayed in a positive way, with the widely reported heuristic suggesting it takes around 25 minutes to regain our focus after each interruption. This was a common thread of comments against open-plan offices, where interruptions were commonplace.
As conversations continue around just what form work will take in the post-Covid world, a recent study from the University of Illinois might make interesting reading, for the researchers suggest that interruptions might not be so bad after all.
Social interruptions
At the heart of the researchers’ hypothesis is the social nature of the workplace, and the general importance of feeling a sense of belonging. This has become especially pertinent during a pandemic in which not only has loneliness become a growing issue, but organizations have struggled to onboard new hires into the culture of the business when everything has been done virtually.
The researchers highlight that while interruptions inevitably hinder your attempt to complete the task at hand, they also allow you the opportunity to interact with the interrupter. They argue that while there has been tremendous focus on the task issues involved in interruptions, the social aspect has been practically ignored.
As well as helping to fuel our sense of belonging, the study found that the social aspect of interruptions also helps to undo some of the negative implications for our focus on the task at hand. As a result, the authors argue that far from being harmful to the workplace, interruptions are actually net positive to us as employees.
Interrupting well
While the findings do challenge the orthodoxy around interruptions being a purely negative endeavor, the researchers do urge us not to do so willy nilly. They instead request that we remain mindful of others before we interrupt them.
If we can keep in mind both the positive and negative aspects of work interruptions, it can help us better understand the impact and implications of our actions. So, we should strive not to interrupt people too frequently so that we’re not demanding constant switching of attention from the other person. Also, if we are to interrupt someone, try and include some social aspects, such as small talk, into the interruption.
The researchers also found that providing employees with autonomy over their work, including how, when, and where they worked, seemed to enhance the positive aspects of interruptions. They argue that this is perhaps because when people have autonomy over their work they find interruptions less of a burden as they’re better able to modify their work schedule and fit in the social interactions that interruptions can provide. Without such flexibility, interruptions merely add to the stress involved in a rigid schedule.
Of course, encouraging people to interrupt in the “right way” may be easier said than done, but then we could also argue that creating an interruption-free workplace may be similarly impossible. If managers can utilize some of the positive aspects of interruptions then it may be no bad thing all around, especially as things such as autonomy have so many other benefits too.
