“I’m sorry, would you say that again?”

A further thought on the impact of the BlackBerry, this time (and thanks again to a link in one of Nicholas Carr’s posts in Rough Type) from Christine Rosen’s article in The New Atlantis, The Myth of Multitasking

In the business world, where concerns about time-management are perennial, warnings about workplace distractions spawned by a multitasking culture are on the rise. In 2005, the BBC reported on a research study, funded by Hewlett-Packard and conducted by the Institute of Psychiatry at the University of London, that found, “Workers distracted by e-mail and phone calls suffer a fall in IQ more than twice that found in marijuana smokers.” The psychologist who led the study called this new “infomania” a serious threat to workplace productivity. One of the Harvard Business Review’s “Breakthrough Ideas” for 2007 was Linda Stone’s notion of “continuous partial attention,” which might be understood as a subspecies of multitasking: using mobile computing power and the Internet, we are “constantly scanning for opportunities and staying on top of contacts, events, and activities in an effort to miss nothing.”

How often have you been in a meeting, and suddenly realised that someone you thought was in the meeting was in fact temporarily “absent”, as he/she looks at her inbox (and not always with the BlackBerry under the table; sometimes it is quite open. What message does that send to everyone else in the room, aside from those doing the same thing?).

Corporate control

One of my dislikes is our telling clients that we are always available 24/7.

Leaving aside that I am not (and so the claim is not strictly truthful), do my clients really want me to be available 24/7? When the job requires it, yes: but not all the time.

And how are we? The BlackBerry. I don’t have one (I gave it back) and I live in an area where there is no mobile coverage. But most of my colleagues do, and having one is very much seen as having ‘arrived’ (quite where is not clear) and even more when they are allowed to upgrade to the new model. They clearly haven’t read The Big Switch by Nicholas Carr,

The Blackberry has become the most visible symbol of the expansion of corporate control over people’s lives. Connected wirelessly to corporate servers, the ubiquitous gadget forms an invisible tether tying employees to their jobs. . . Many people feel a genuine sense of empowerment when they use their BlackBerry or otherwise connect from afar to their corporate network. They welcome the technology because it “frees” them to work whenever and wherever they want, making them more productive and successful in their jobs. The price they pay, of course, is a loss of autonomy, as their employers gain greater control over their time, their activities and even their thoughts. “Even though I’m home,” another BlackBerry user told the Journal, “I’m not necessarily there.”

For more from Nicholas Carr, see his blog Rough Type. It doesn’t always make comfortable reading (his latest post is on Twitter ~ a corrective to the recent law blog posts such as Law tweeting proposition 2 in Binary Law).

. . . and yes, I occasionally tweet (but not that often).

The curse of the BlackBerry

A rather depressing article in The Sunday Telegraph, about the world of work. Once work was work, and home was home, but now no longer, or not for a lot of people, if a report by Continental Research for Mitel is to be believed.

Getting away from work is growing harder, with more than half of companies encouraging staff to check their emails while on holiday. Businesses are taking advantage of mobile gadgets such as the BlackBerry to ensure that workers are never out of touch. But critics fear that the blurring of the line between work and leisure time is putting employees under strain.

For the lawyers who work for us, the BlackBerry is still a status symbol. Although they may be ubiquitous in the City, we do not give them out to everyone. Consequently the day IT produce one, you know you have made it (well, think you have). Which makes it all the more puzzling for my team that I handed mine back some two and a half years ago, fed up with the endless email traffic, and the invitation to discourtesy that BlackBerries offer. Not a meeting passes without someone playing with one under the table. I’m with Jim Norton, a senior policy adviser at the Institute of Directors, who is reported as commenting: “Anyone who works 100 per cent of the time will not be working very effectively.”