[T]he more efficient you get, the more inputs you attract. If you get really good at processing email, you’ll get more email because you get a reputation for being responsive on email. The same idea applies elsewhere: If your reputation in the office is that you’re good at getting through work fast, you’re given more things to do.
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email, that ingenious twentieth-century invention whereby any random person on the planet can pester you, at any time they like, and at almost no cost to themselves, by means of a digital window that sits inches from your nose, or in your pocket, throughout your working day, and often on weekends, too. The "input" side of this arrangement — the number of emails that you could, in principle, receive — is essentially infinite. But the "output" side — the number of messages you'll have time to read properly, reply to, or just make a considered decision to delete — is strictly finite.
The second reason that a culture of connectivity makes life easier is that it creates an environment where it becomes acceptable to run your day out of your inbox — responding to the latest missive with alacrity while others pile up behind it, all the while feeling satisfyingly productive (more on this soon). If e-mail were to move to the periphery of your workday, you’d be required to deploy a more thoughtful approach to figuring out what you should be working on and for how long. This type of planning is hard. Consider, for example, David Allen’s Getting Things Done task-management methodology, which is a well-respected system for intelligently managing competing workplace obligations. This system proposes a fifteen-element flowchart for making a decision on what to do next! It’s significantly easier to simply chime in on the latest cc’d e-mail thread.
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