According to a study by the University of California, Irvine, it takes an average worker 23 minutes to fully refocus on a task after an interruption. Meanwhile, the average modern manager switches between tasks 300 times a day. In his book The Myth of Multitasking, Dave Crenshaw offers an alternative approach to work organization. Let’s break down the key ideas of the book and see how applicable they are in today’s reality, where multitasking seems unavoidable.

Why Focus Matters More Than Juggling Tasks

In a world where everyone is striving for peak efficiency, multitasking remains one of the most debated topics. I’ve seen colleagues recommend The Myth of Multitasking by Dave Crenshaw, so I decided to revisit this issue. After years of working in project management, many of the book’s ideas resonate with what we already practice in the industry, though some aspects offer new insights.

Why is this book relevant today?

In the era of endless Slack notifications, emails, and Zoom calls, multitasking seems like the only way to keep up with the flood of information. We all know the scenario: answering emails during a call, checking messages while working on a report, and juggling multiple projects simultaneously. Crenshaw’s book serves as a timely reminder that this approach leads to reduced productivity, not increased efficiency.

Key Ideas and Their Practical Application

1. Task-Switching is the Main Enemy of Productivity

The author thoroughly explores a concept familiar to many: multitasking is a myth. What we call multitasking is actually rapid task-switching. Each switch comes at a cost—lost time, reduced work quality, and increased stress.

In IT project management, this is especially noticeable when balancing team coordination, technical decisions, and client communication. Each context switch adds unnecessary overhead.

2. Sequential Task Execution and Time-Blocking

Crenshaw advocates for sequential task execution with full focus on each one. This aligns with Agile and Kanban principles, where we limit Work In Progress to improve team efficiency.

The practice of setting dedicated time blocks for different types of tasks—such as planning in the morning and meetings in the afternoon—is already a standard among experienced managers. This approach helps structure the day and ensures the necessary focus for each type of activity.

3. The “4D” Method and Its Limitations

The author introduces the “4D” method (Do, Delegate, Defer, Delete) as a systematic approach to task sorting. However, in project management, things are rarely this simple. Many tasks can’t just be postponed or delegated due to project dependencies or team limitations.

For example, in large projects, some tasks may seem low-priority but are critical for long-term success. Similarly, delegation may not always be feasible if only a specific team member possesses the required expertise. In such cases, a more flexible prioritization approach is needed.

What About Practical Application?

In modern project work, avoiding multitasking entirely is neither realistic nor necessary. The key is finding the right balance and managing context switching effectively. Here are some proven strategies:

• Structuring the day with clear time blocks for different activities.
• Optimizing communication channels—dedicated slots for email checking, rules for urgent messages, and clear criteria for interrupting focused work.
• Implementing regular breaks between different task types to minimize cognitive overload.

Conclusion

While the book raises important issues, some of its solutions may seem overly rigid for experienced professionals. In today’s workplace, success is not about juggling multiple tasks at once but about organizing work effectively and setting clear priorities. Experience shows that this structured approach leads to sustainable long-term results.