Why work doesn't happen at work
-
0:01 - 0:03So I'm going to talk about work;
-
0:03 - 0:06specifically, why people can't
seem to get work done at work, -
0:06 - 0:09which is a problem we all kind of have.
-
0:09 - 0:11But let's sort of start at the beginning.
-
0:11 - 0:15So, we have companies
and non-profits and charities -
0:15 - 0:20and all these groups that have
employees or volunteers of some sort. -
0:20 - 0:24And they expect these people
who work for them -
0:24 - 0:26to do great work --
-
0:26 - 0:27I would hope, at least.
-
0:27 - 0:30At least good work, hopefully,
at least it's good work -- -
0:30 - 0:31hopefully great work.
-
0:31 - 0:33And so what they typically
do is they decide -
0:33 - 0:37that all these people need to come
together in one place to do that work. -
0:37 - 0:40So a company, or a charity,
or an organization of any kind, -
0:40 - 0:44unless you're working in Africa,
if you're really lucky to do that -- -
0:44 - 0:46most people have to go
to an office every day. -
0:46 - 0:48And so these companies,
-
0:48 - 0:50they build offices.
-
0:50 - 0:53They go out and they buy a building,
or they rent a building, -
0:53 - 0:55or they lease some space,
-
0:55 - 0:58and they fill this space with stuff.
-
0:58 - 1:01They fill it with tables, or desks,
-
1:01 - 1:04chairs, computer equipment,
-
1:04 - 1:07software, Internet access,
-
1:07 - 1:10maybe a fridge, maybe a few other things,
-
1:10 - 1:13and they expect their employees,
or their volunteers, -
1:13 - 1:16to come to that location
every day to do great work. -
1:16 - 1:18It seems like it's perfectly
reasonable to ask that. -
1:18 - 1:21However, if you actually talk to people
-
1:21 - 1:23and even question yourself,
and you ask yourself, -
1:24 - 1:27where do you really want to go when you
really need to get something done? -
1:27 - 1:31You'll find out that people don't say
what businesses think they would say. -
1:31 - 1:32If you ask people the question:
-
1:32 - 1:35Where do you need to go
when you need to get something done? -
1:35 - 1:38Typically, you get three different
kinds of answers. -
1:38 - 1:41One is kind of a place
or a location or a room. -
1:41 - 1:42Another one is a moving object,
-
1:43 - 1:44and a third is a time.
-
1:44 - 1:46So here are some examples.
-
1:46 - 1:49I've been asking people this question
for about 10 years: -
1:50 - 1:53"Where do you go when you
really need to get something done?" -
1:53 - 1:56I'll hear things like, the porch,
the deck, the kitchen. -
1:56 - 1:59I'll hear things like
an extra room in the house, -
1:59 - 2:01the basement,
-
2:01 - 2:03the coffee shop, the library.
-
2:04 - 2:06And then you'll hear
things like the train, -
2:06 - 2:09a plane, a car -- so, the commute.
-
2:10 - 2:11And then you'll hear people say,
-
2:11 - 2:13"Well, it doesn't really
matter where I am, -
2:13 - 2:17as long as it's early in the morning
or late at night or on the weekends." -
2:17 - 2:20You almost never hear
someone say, "The office." -
2:20 - 2:23But businesses are spending all this money
on this place called the office, -
2:23 - 2:26and they're making people
go to it all the time, -
2:26 - 2:28yet people don't do work in the office.
-
2:28 - 2:29What is that about?
-
2:29 - 2:30(Laughter)
-
2:30 - 2:34Why is that? Why is that happening?
-
2:34 - 2:35And what you find out is,
-
2:35 - 2:39if you dig a little bit deeper,
you find out that people -- -
2:39 - 2:40this is what happens:
-
2:40 - 2:42People go to work,
-
2:42 - 2:45and they're basically
trading in their work day -
2:45 - 2:48for a series of "work moments" --
that's what happens at the office. -
2:48 - 2:51You don't have a work day anymore.
You have work moments. -
2:51 - 2:54It's like the front door
of the office is like a Cuisinart, -
2:54 - 2:56and you walk in and your day
is shredded to bits, -
2:56 - 2:58because you have 15 minutes here,
30 minutes there, -
2:58 - 3:01and something else happens,
you're pulled off your work, -
3:01 - 3:05then you have 20 minutes, then it's lunch,
then you have something else to do ... -
3:05 - 3:09Then you've got 15 minutes, and someone
pulls you aside and asks you a question, -
3:09 - 3:11and before you know it, it's 5 p.m.,
-
3:11 - 3:13and you look back on the day,
-
3:13 - 3:16and you realize that you
didn't get anything done. -
3:16 - 3:17We've all been through this.
-
3:17 - 3:21We probably went through it yesterday
or the day before, or the day before that. -
3:21 - 3:22You look back on your day,
-
3:22 - 3:25and you're like,
"I got nothing done today. -
3:25 - 3:29I was at work. I sat at my desk.
I used my expensive computer. -
3:29 - 3:31I used the software they told me to use.
-
3:31 - 3:34I went to these meetings
I was asked to go to. -
3:34 - 3:37I did these conference calls.
I did all this stuff. -
3:37 - 3:39But I didn't actually do anything.
-
3:39 - 3:41I just did tasks.
-
3:41 - 3:43I didn't actually get
meaningful work done." -
3:43 - 3:46And what you find is that,
especially with creative people -- -
3:46 - 3:52designers, programmers,
writers, engineers, thinkers -- -
3:52 - 3:56that people really need long stretches
of uninterrupted time -
3:56 - 3:57to get something done.
-
3:57 - 4:01You cannot ask somebody
to be creative in 15 minutes -
4:01 - 4:02and really think about a problem.
-
4:02 - 4:04You might have a quick idea,
-
4:04 - 4:08but to be in deep thought about a problem
and really consider a problem carefully, -
4:08 - 4:10you need long stretches
of uninterrupted time. -
4:11 - 4:13And even though the work day
is typically eight hours, -
4:13 - 4:17how many people here have ever had
eight hours to themselves at the office? -
4:17 - 4:18How about seven hours?
-
4:18 - 4:21Six? Five? Four?
-
4:21 - 4:24When's the last time you had
three hours to yourself at the office? -
4:25 - 4:27Two hours? One, maybe?
-
4:27 - 4:28Very, very few people actually have
-
4:28 - 4:31long stretches of uninterrupted
time at an office. -
4:31 - 4:35And this is why people
choose to do work at home, -
4:35 - 4:36or they might go to the office,
-
4:36 - 4:39but they might go to the office
really early in the day, -
4:39 - 4:41or late at night when no one's around,
-
4:41 - 4:43or they stick around
after everyone's left, -
4:43 - 4:44or go in on the weekends,
-
4:44 - 4:47or they get work done on the plane,
in the car or in the train, -
4:47 - 4:49because there are no distractions.
-
4:49 - 4:51Now there are different
kinds of distractions, -
4:51 - 4:55but not the really bad distractions,
which I'll talk about in a minute. -
4:55 - 4:59And this whole phenomenon of having
short bursts of time to get things done -
4:59 - 5:03reminds me of another thing
that doesn't work when you're interrupted, -
5:03 - 5:04and that is sleep.
-
5:05 - 5:08I think that sleep and work
are very closely related -- -
5:08 - 5:12not because you can work while you're
sleeping and sleep while you're working. -
5:12 - 5:13That's not really what I mean.
-
5:13 - 5:19I'm talking specifically about the fact
that sleep and work are phase-based, -
5:19 - 5:21or stage-based, events.
-
5:21 - 5:27Sleep is about sleep phases, or stages --
some people call them different things. -
5:27 - 5:31There are five of them, and in order
to get to the really deep ones, -
5:31 - 5:34the meaningful ones,
you have to go through the early ones. -
5:34 - 5:37If you're interrupted while you're
going through the early ones -- -
5:37 - 5:41if someone bumps you in bed,
or there's a sound, or whatever happens -- -
5:41 - 5:43you don't just pick up where you left off.
-
5:43 - 5:45If you're interrupted and woken up,
-
5:45 - 5:47you have to start again.
-
5:47 - 5:50So you have to go back
a few phases and start again. -
5:50 - 5:53And what ends up happening --
you might have days like this -
5:53 - 5:56where you wake up at eight or seven
in the morning, or whenever you get up, -
5:56 - 5:58and you're like,
"I didn't sleep very well. -
5:59 - 6:01I did the sleep thing --
I went to bed, I laid down, -
6:01 - 6:03but I didn't really sleep."
-
6:03 - 6:06People say you go "to" sleep,
-
6:06 - 6:09but you don't go to sleep,
you go towards sleep; it takes a while. -
6:09 - 6:11You've got to go through phases and stuff,
-
6:11 - 6:13and if you're interrupted,
you don't sleep well. -
6:13 - 6:16So does anyone here
expect someone to sleep well -
6:16 - 6:17if they're interrupted all night?
-
6:17 - 6:19I don't think anyone would say yes.
-
6:19 - 6:21Why do we expect people to work well
-
6:22 - 6:24if they're being interrupted
all day at the office? -
6:24 - 6:26How can we possibly expect
people to do their job -
6:26 - 6:29if they go to the office
and are interrupted? -
6:29 - 6:32That doesn't really seem
like it makes a lot of sense, to me. -
6:32 - 6:35So what are the interruptions that happen
at the office but not at other places? -
6:35 - 6:40Because in other places, you can have
interruptions like the TV, -
6:40 - 6:43or you could go for a walk,
or there's a fridge downstairs, -
6:43 - 6:46or you've got your own couch,
or whatever you want to do. -
6:46 - 6:49If you talk to certain managers,
they'll tell you -
6:49 - 6:52that they don't want
their employees to work at home -
6:52 - 6:53because of these distractions.
-
6:53 - 6:57They'll sometimes also say,
-
6:57 - 6:59"If I can't see the person,
how do I know they're working?" -
6:59 - 7:03which is ridiculous, but that's one
of the excuses that managers give. -
7:03 - 7:06And I'm one of these managers.
I understand. I know how this goes. -
7:06 - 7:09We all have to improve
on this sort of thing. -
7:09 - 7:11But oftentimes they'll cite distractions:
-
7:11 - 7:12"I can't let someone work at home.
-
7:12 - 7:14They'll watch TV, or do this other thing."
-
7:14 - 7:17It turns out those aren't
the things that are distracting, -
7:17 - 7:19Because those are voluntary distractions.
-
7:19 - 7:22You decide when you want
to be distracted by the TV, -
7:22 - 7:23when you want to turn something on,
-
7:23 - 7:26or when you want to go
downstairs or go for a walk. -
7:26 - 7:27At the office,
-
7:27 - 7:29most of the interruptions and distractions
-
7:29 - 7:32that really cause people not
to get work done are involuntary. -
7:32 - 7:35So let's go through a couple of those.
-
7:35 - 7:39Now, managers and bosses
will often have you think -
7:39 - 7:41that the real distractions at work
-
7:41 - 7:43are things like Facebook and Twitter
-
7:43 - 7:47and YouTube and other websites,
-
7:47 - 7:51and in fact, they'll go so far
as to actually ban these sites at work. -
7:51 - 7:54Some of you may work at places
where you can't get to certain sites. -
7:54 - 7:57I mean, is this China?
What the hell is going on here? -
7:57 - 7:59You can't go to a website at work,
and that's the problem? -
7:59 - 8:01That's why people aren't
getting work done, -
8:01 - 8:03because they're on Facebook and Twitter?
-
8:03 - 8:06That's kind of ridiculous.
It's a total decoy. -
8:06 - 8:10Today's Facebook and Twitter and YouTube,
-
8:10 - 8:12these things are just
modern-day smoke breaks. -
8:12 - 8:16No one cared about letting people take
a smoke break for 15 minutes 10 years ago, -
8:16 - 8:19so why does anyone care
if someone goes to Facebook -
8:19 - 8:21or Twitter or YouTube here and there?
-
8:21 - 8:23Those aren't the real
problems in the office. -
8:23 - 8:27The real problems are
what I like to call the M&Ms, -
8:27 - 8:29the Managers and the Meetings.
-
8:29 - 8:33Those are the real problems
in the modern office today. -
8:33 - 8:35And this is why
things don't get done at work, -
8:35 - 8:37it's because of the M&Ms.
-
8:37 - 8:39Now what's interesting is,
-
8:39 - 8:43if you listen to all the places
that people talk about doing work, -
8:43 - 8:47like at home, in the car, on a plane,
late at night, or early in the morning, -
8:47 - 8:49you don't find managers and meetings.
-
8:49 - 8:52You find a lot of other distractions,
but not managers and meetings. -
8:52 - 8:55So these are the things
that you don't find elsewhere, -
8:55 - 8:57but you do find at the office.
-
8:57 - 9:01And managers are basically people
whose job it is to interrupt people. -
9:01 - 9:04That's pretty much what managers are for.
They're for interrupting people. -
9:04 - 9:08They don't really do the work, so they
make sure everyone else is doing work, -
9:08 - 9:10which is an interruption.
-
9:10 - 9:13We have lots of managers in the world now,
and a lot of people in the world, -
9:13 - 9:16and a lot of interruptions
by these managers. -
9:16 - 9:18They have to check in:
"Hey, how's it going? -
9:18 - 9:20Show me what's up." This sort of thing.
-
9:20 - 9:22They keep interrupting you
at the wrong time, -
9:22 - 9:25while you're actually trying to do
something they're paying you to do, -
9:25 - 9:27they tend to interrupt you.
-
9:27 - 9:28That's kind of bad.
-
9:28 - 9:31But what's even worse is the thing
that managers do most of all, -
9:31 - 9:33which is call meetings.
-
9:33 - 9:35And meetings are just toxic,
-
9:35 - 9:38terrible, poisonous things
-
9:38 - 9:40during the day at work.
-
9:40 - 9:41(Laughter)
-
9:41 - 9:43We all know this to be true,
-
9:43 - 9:46and you would never see a spontaneous
meeting called by employees. -
9:46 - 9:47It doesn't work that way.
-
9:47 - 9:49The manager calls the meeting
-
9:49 - 9:51so the employees can all come together,
-
9:51 - 9:54and it's an incredibly disruptive
thing to do to people -- -
9:54 - 9:55to say, "Hey look,
-
9:55 - 9:59we're going to bring 10 people
together right now and have a meeting. -
9:59 - 10:00I don't care what you're doing,
-
10:00 - 10:03you've got to stop doing it,
so you can have this meeting." -
10:03 - 10:07I mean, what are the chances
that all 10 people are ready to stop? -
10:07 - 10:10What if they're thinking about something
important, or doing important work? -
10:10 - 10:14All of a sudden you tell them they have
to stop doing that to do something else. -
10:14 - 10:17So they go into a meeting room,
they get together, -
10:17 - 10:20and they talk about stuff
that doesn't really matter, usually. -
10:20 - 10:22Because meetings aren't work.
-
10:22 - 10:24Meetings are places to go
to talk about things -
10:24 - 10:26you're supposed to be doing later.
-
10:26 - 10:28But meetings also procreate.
-
10:28 - 10:30So one meeting tends
to lead to another meeting, -
10:30 - 10:32which leads to another meeting.
-
10:32 - 10:34There's often too many people
in the meetings, -
10:34 - 10:37and they're very, very expensive
to the organization. -
10:37 - 10:40Companies often think of a one-hour
meeting as a one-hour meeting, -
10:40 - 10:42but that's not true,
unless there's only one person. -
10:42 - 10:46If there are 10 people, it's a 10-hour
meeting, not a one-hour meeting. -
10:46 - 10:49It's 10 hours of productivity taken
from the rest of the organization -
10:49 - 10:52to have this one-hour meeting,
which probably should have been handled -
10:52 - 10:55by two or three people
talking for a few minutes. -
10:55 - 10:58But instead, there's a long
scheduled meeting, -
10:58 - 11:00because meetings are scheduled
the way software works, -
11:00 - 11:04which is in increments of 15 minutes,
or 30 minutes, or an hour. -
11:04 - 11:07You don't schedule an eight-hour meeting
with Outlook; you can't. -
11:07 - 11:10You can go 15 minutes or 30 minutes
or 45 minutes or an hour. -
11:10 - 11:12And so we tend to fill these times up
-
11:12 - 11:14when things should go really quickly.
-
11:14 - 11:18So meetings and managers are
two major problems in businesses today, -
11:18 - 11:19especially at offices.
-
11:19 - 11:22These things don't exist
outside of the office. -
11:22 - 11:27So I have some suggestions
to remedy the situation. -
11:27 - 11:29What can managers do --
-
11:29 - 11:31enlightened managers, hopefully --
-
11:31 - 11:34what can they do to make the office
a better place for people to work, -
11:34 - 11:37so it's not the last resort,
but it's the first resort, -
11:37 - 11:39so that people start to say,
-
11:39 - 11:42"When I really want to get stuff done,
I go to the office." -
11:42 - 11:43Because the offices are well-equipped;
-
11:43 - 11:46everything is there
for them to do the work. -
11:46 - 11:49But they don't want to go there right
now, so how do we change that? -
11:49 - 11:51I have three suggestions
to share with you. -
11:51 - 11:54I have about three minutes,
so that'll fit perfectly. -
11:54 - 11:57We've all heard
of the Casual Friday thing. -
11:57 - 11:59I don't know if people still do that.
-
11:59 - 12:00But how about "No-talk Thursdays?"
-
12:00 - 12:02(Laughter)
-
12:02 - 12:05Pick one Thursday once a month,
-
12:05 - 12:09and cut it in half, just the afternoon --
I'll make it easy for you. -
12:09 - 12:10So just the afternoon, one Thursday.
-
12:10 - 12:13First Thursday of the month,
just the afternoon, -
12:13 - 12:15nobody in the office
can talk to each other. -
12:15 - 12:16Just silence, that's it.
-
12:16 - 12:18And what you'll find
-
12:18 - 12:20is that a tremendous amount
of work gets done -
12:20 - 12:22when no one talks to each other.
-
12:22 - 12:24This is when people
actually get stuff done, -
12:24 - 12:27is when no one's bothering them
or interrupting them. -
12:27 - 12:30Giving someone four hours
of uninterrupted time -
12:30 - 12:32is the best gift you can
give anybody at work. -
12:32 - 12:33It's better than a computer,
-
12:33 - 12:36better than a new monitor,
better than new software, -
12:36 - 12:38or whatever people typically use.
-
12:38 - 12:40Giving them four hours
of quiet time at the office -
12:41 - 12:42is going to be incredibly valuable.
-
12:42 - 12:46If you try that, I think you'll agree,
and hopefully you can do it more often. -
12:46 - 12:48So maybe it's every other week,
-
12:48 - 12:50or every week, once a week,
-
12:50 - 12:52afternoons no one can talk to each other.
-
12:52 - 12:55That's something that you'll find
will really, really work. -
12:55 - 12:57Another thing you can try,
-
12:58 - 13:01is switching from active
communication and collaboration, -
13:01 - 13:04which is like face-to-face stuff --
tapping people on the shoulder, -
13:04 - 13:06saying hi to them, having meetings,
-
13:06 - 13:09and replace that with more
passive models of communication, -
13:09 - 13:11using things like email
and instant messaging, -
13:11 - 13:14or collaboration products,
things like that. -
13:15 - 13:18Now some people might say
email is really distracting, -
13:18 - 13:21I.M. is really distracting, and these
other things are really distracting, -
13:21 - 13:25but they're distracting at a time
of your own choice and your own choosing. -
13:25 - 13:28You can quit the email app;
you can't quit your boss. -
13:28 - 13:29You can quit I.M.;
-
13:29 - 13:31you can't hide your manager.
-
13:31 - 13:33You can put these things away,
-
13:33 - 13:36and then you can be interrupted
on your own schedule, at your own time, -
13:36 - 13:39when you're available,
when you're ready to go again. -
13:39 - 13:41Because work, like sleep,
happens in phases. -
13:41 - 13:43So you'll be going up, doing some work,
-
13:43 - 13:45and then you'll come down from that work,
-
13:45 - 13:48and then maybe it's time
to check that email or I.M. -
13:48 - 13:50There are very, very few things
that are that urgent, -
13:50 - 13:53that need to happen, that need
to be answered right this second. -
13:53 - 13:54So if you're a manager,
-
13:54 - 13:57start encouraging people to use
more things like I.M. and email -
13:57 - 13:59and other things that someone can put away
-
13:59 - 14:02and then get back to you
on their own schedule. -
14:02 - 14:05And the last suggestion I have is that,
-
14:05 - 14:07if you do have a meeting coming up,
-
14:07 - 14:11if you have the power, just cancel it.
-
14:11 - 14:12Just cancel that next meeting.
-
14:12 - 14:13(Laughter)
-
14:13 - 14:16Today's Friday, usually people
have meetings on Monday. -
14:16 - 14:17Just don't have it.
-
14:17 - 14:19I don't mean move it;
-
14:19 - 14:21I mean just erase it
from memory, it's gone. -
14:21 - 14:24And you'll find out that everything
will be just fine. -
14:24 - 14:27All these discussions and decisions
you thought you had to make -
14:27 - 14:29at this one time at 9 a.m. on Monday,
-
14:29 - 14:31just forget about them,
and things will be fine. -
14:31 - 14:34People will have a more open morning,
they can actually think. -
14:34 - 14:37You'll find out all these things
you thought you had to do, -
14:37 - 14:38you don't actually have to do.
-
14:38 - 14:42So those are just three quick suggestions
I wanted to give you guys to think about. -
14:42 - 14:45I hope that some of these ideas
were at least provocative enough -
14:45 - 14:48for managers and bosses
and business owners -
14:48 - 14:50and organizers and people
who are in charge of other people, -
14:50 - 14:52to think about laying off a little bit,
-
14:52 - 14:54and giving people more time
to get work done. -
14:54 - 14:56I think it'll all pay off in the end.
-
14:56 - 14:58So, thanks for listening.
-
14:58 - 15:00(Applause)
- Title:
- Why work doesn't happen at work
- Speaker:
- Jason Fried
- Description:
-
Jason Fried has a radical theory of working: that the office isn't a good place to do it. At TEDxMidwest he lays out the main problems (call them the M&Ms) and offers three suggestions to make work work.
- Video Language:
- English
- Team:
- closed TED
- Project:
- TEDTalks
- Duration:
- 15:00
Krystian Aparta edited English subtitles for Why work doesn't happen at work | ||
Camille Martínez edited English subtitles for Why work doesn't happen at work | ||
Krystian Aparta commented on English subtitles for Why work doesn't happen at work | ||
Krystian Aparta edited English subtitles for Why work doesn't happen at work | ||
TED edited English subtitles for Why work doesn't happen at work | ||
TED added a translation |
Krystian Aparta
The English transcript was updated on 6/8/2015.