Do you ever get frustrated switching back and forth between software applications? Me too. Not only does it distract us and waste time, it actually drains our physical energy. As three researchers explained in a recent Harvard Busines Review article, “Toggling between apps and browser windows increases the brain’s production of cortisol, a stress hormone, and ultimately makes it harder to focus.” They said, “Our study found that the average cost of switching apps is a little over two seconds and the average Fortune 500 employee toggled nearly 1200 times a day – translating into four hours.”
So, what do they recommend to overcome the energy drain from what has become known as the toggle tax? Here’s what they suggest:
First, look for places where design of work is causing friction. How does toggling get in the way of smooth function? Don’t know, ask those living with these processes every day. When performing routine tasks, most minds automatically begin to consider how to make things easier. Simply asking, “How can we make this job easier on you?” is sure to elicit specific suggestions that you can address or allow them to change themselves. Not only will this improve efficiency, it will help retain workers performing highly repetitive jobs.
Second, rebalance workloads. Can particular tasks or processes be reorganized or modified so that the number of applications each team uses can be simplifed or reduced? Where one team may complete a certain part of a process, another may complete the other. So rather than having the entire team toggling between several apps for instance, each team toggles between a couple, thus reducing the number of times the brain has to readjust.
Third, consider carefully the introduction of new applications. Is the application really necessary? What will it replace? How easy is it to train? What other applications might it conflict with? Can you customize it to meet your specific needs? How is customer support? You get the idea.
Fourth, consider ease-of-use when selecting applications. Allow a selection of “end users” to play with the application for a few hours. How easily do they adapt? Is its use intuitive? If possible, allow them to do this while toggling between the apps they normally use. Where do they hang up? What features do they like? What features don’t they like? How do they think it compares with the present software if there is an applicable comparison? Watch them closely. Take their feedback seriously.
Finally, be on the lookout for duplicative applications and those that don’t work well together. Listen to the complaints and scuttlebutt of those using these applications. Are they wasting time because of unnecessary work? Are they compelled to complete information in one app that was already completed in another? Are the screens, fields, identifiers, order of items intutively designed? Are there unnecessary firewalls and permissions they must pass everytime they open the application? These nuisance tasks drain energy, frustrate users and result in turnover and disengagement.
Throughout all of this, user input should play an essential role in making decisions. It is the people who toggle between apps every day who will be able to provide the nuanced suggestions that should determine how efficient and effective a particular mix of software will be. Encourage their ideas and embrace their insights. That will improve not only productivity, but improve engagement along with retention.