Skip to main content

Take Back Your Attention

As I sit down to write this blog, I'm facing a blank page. I know it's going to be difficult, because it always is. Maybe I'll just check my email first, or update on Facebook or Twitter, or read the morning headlines on The New York Times, or sneak a peak at Google Analytics, or read the comments readers have left overnight on my earlier posts.

Something insidious has happened. The same device most of use to get our primary work accomplished — a computer, a smartphone, an iPad, or some combination of the above — is also now the repository of 1,000 distractions and every imaginable source of immediate gratification.

As we seek to work, just a keystroke or two away we also have access to Google and YouTube, books and blogs, TV shows and movies, music and video games, email and texting, newspapers and magazines, and countless web sites and apps. We're free to indulge our every whim, no matter how trivial, and that's exactly what we do.

The social critic Linda Stone has coined the term continuous partial attention to describe the fractured way we now focus. "With continuous partial attention," Stone explains, "we keep the top level item in focus and scan the periphery in case something more important emerges." Or something more alluring, reassuring, or simply less demanding.

Staying singly focused on a task in this digital era is like trying to resist eating while sitting in a bakery as cookies, pies, cakes and tarts emerge fresh and fragrant from the oven. There's a reason Cinnabon points its air vents out into the corridors at airports.

The easier it is to indulge our desires, the harder it is to exercise self-control.

Human beings weren't designed to manage the level of temptation to which we're exposed every day. That's why — irrational as it is — we take on more and more debt, grow fatter and fatter, continue to profligately spend down the earth's finite resources ,and struggle to pay attention to anything for very long.

I share this view with Daniel Akst, author of We Have Met the Enemy: Self Control in an Age of Excess. It's one of the most important books I've ever read — trenchant, compelling, elegantly written, and scary in its implications. It's also the sort of book most of us avoid because we don't want to engage with anything that makes us feel bad.

Instead, like children, we want what we want now. And in recent years, science has helped us to understand better just what we're up against when it comes to self-control.

We now know, for example, that it's more immediately exciting to flit from subject to subject than it is to stay concentrated on one thing at time. We're gluttons for novelty. That's because the thrill of the new activates dopamine, the neurotransmitter in our brains associated with pleasure.

Once we've experienced an initial rush, we're inclined to keep seeking it, even as the pleasure diminishes over time, and even when the consequences are ultimately self-defeating — as they are from overeating, or snorting cocaine, or shifting focus from one object of attention to another

Repugnant as I find Amy Chua, the so-called Tiger Mother, I share her conviction that the capacity to tolerate discomfort and delay gratification in the short term is the key to achieving any form of excellence in the long term.

Unfortunately, we each have an infinite capacity for self-deception. Even our prefrontal cortex — our reflective mind — can get co-opted by our most urgent and primitive desires. Rather than making thoughtful, reasoned choices, we often end up using the highest capacities of our brain to rationalize, justify and minimize our self-destructive behaviors.

So how do we stop kidding ourselves and take back control of our attention — and our lives? Here are six simple ways to start:

1. Let your deepest values become a more powerful guide to your behaviors. What do you truly stand for? How do you want to behave, no matter what? Keep those commitments front and center through your days, both as a source of energy and direction for your behaviors.

2. Slow down. The faster you're moving, the more likely you're reacting rather than reflecting. Set aside intentional times during the day — they can be as short as a minute or two — to check in with yourself. Think of them as "wake up" calls.

3. Build deliberate practices, ritualized behaviors you do at specific times until they become automatic. For example, begin by doing the most important thing first in the morning, uninterrupted, for 60 to 90 minutes. Make the start time and the stop time inviolable, so you know exactly how long you're going to have to stay the course.

4. Create "precommitments" to minimize temptation. Our capacity for self-control gets depleted every time we exercise it. Turn off your email entirely at certain times during the day. Consider working at times on a laptop that isn't hooked up to the Internet. Do this for the same reason you should remove alluring foods from your shelves (or avoid all-you-can-eat buffets) when you're on a diet.

5. Share your commitments. Tell others what it is you're intending to do, and ask them to hold you accountable. If you work in an office, get others to make the same commitment with you — and choose the most public way possible for everyone to share how they're doing.

6. Start small. Attention operates like a muscle. Subject it to stress — but not too much stress — and over time your attention will get stronger. What's your current limit for truly focused concentration? Build it up in increments. And don't go past 90 minutes without a break. That's the time to let your attention wander.

Source: HBR

Comments

Popular posts from this blog

3 Questions to Ask Yourself Before Diving Into Becoming an Entrepreneur

This post originally appeared in Inc . The pursuit of an entrepreneurial venture feels a lot like jumping off a high cliff into deep water. It's scary at first and there's no going back once you leap, but after you muster up the courage, it is one of life's most exhilarating experiences. Before you hastily rush into a triple backflip dive, it is best to do some homework and prepare. Is the water deep enough to attempt a safe dive? Has anyone jumped from this point before (and survived)? After I jump, is there a way for me to get back to land safely? Is getting hurt worth the risk? Entrepreneurship is no different. Success is about more than just quitting your job and leaping head over heels into your venture. You first have to do your homework. It's hard to define the right time to begin a new endeavor, and the reality is no time is ever going to be perfect. But before you take the plunge, here are three questions to consider. 1) Are you personally a...

Stop Playing the Victim with Your Time

This post originally appeared in HBR "It’s just not fair. There’s always too much to do. Everyone just keeps piling more work on me. I feel so helpless." Sound familiar? If so, you’re not alone. Many people feel like they have a crushing number of requests coming at them from every side that make them a victim to their circumstances. They see forces outside themselves as the reason that they don’t have time to exercise, can’t leave work at a reasonable time, or just generally struggle to get everything done. Although there are occasionally situations that are outside of your control — that recent bout with the flu, for example — most aren’t. And even though it can feel gratifying in the short term to blame others for your situation, this attitude toward your  time investment will leave you truly powerless in the long run. When you play the victim with your time, everything around you suffers. You’re constantly on edge in your interactions with others because you f...

7 Ways to Build a Focused Team

This post originally appeared in Inc. Buzzing about which new startups will prosper and which will flop is a favorite pastime in Silicon Valley. But a new company's prospects aren't based on just what the company creates, says Stanford professor  Lindred Greer . They're also based on the people creating it and, more important, how they treat one another.  "Startup success is as much about managing the people as it is about creating the product," says Greer, an organizational behavior professor at Stanford Graduate School of Business. Based on her research on entrepreneurship and team dynamics, Greer will teach a new course at Stanford GSB this spring focusing on the unique team-dynamic challenges faced by early-stage startups. In a recent interview, she offered tips for managing startup teams. Be Aware of Culture in Early Stage Startups The culture of early stage startups forms the backbone of the culture the company will have in later years. Therefor...