The causes of the erosion of deep work
A work world dominated by superficiality
Unnecessary meetings, incessant emails, scattered discussions on collaborative platforms: these micro-tasks often take precedence over real work. They require little cognitive effort, but give the illusion of being busy, even productive.
The pressure of constant urgency
Being available at all times has become the norm. This culture of responsiveness fragments our attention and prevents us from entering a state of deep concentration.
The unconscious avoidance of demanding tasks
Deep work is demanding. It requires intellectual effort. Conversely, superficial tasks offer immediate gratification... while distracting us from meaningful work.
The lack of supportive structures in the workplace
Too few organizations recognize the importance of deep work. Without policies or rituals, deep work remains an isolated, fragile, and difficult-to-maintain individual initiative.
Implementing deep work in the workplace is a shared responsibility
What individuals can do
- Schedule time for deep work
Use techniques such as time boxing (reserving blocks of concentration time in your calendar).
Practice deep work in targeted sessions (90 to 120 minutes), with your phone and notifications turned off. - Review your digital habits
Turn off alerts. Set specific times to check your emails and messages. - Change your mental attitude
Accept that you can't do everything all the time. Learn to say no to non-priority requests. - Limit sources of interruption
Turn off email alerts. Work in do not disturb mode with Teams
What the company can (and should) implement
- Establish internal policies conducive to deep work
Promote the importance of setting aside uninterrupted time slots for concentration. Establish meeting management policies. Establish an internal charter on good communication practices. - Limit superficial work overload
Reduce the number and duration of meetings. Encourage concise and structured communication. Train teams in prioritization and attention management. - Value in-depth work
Rethink evaluation criteria: include the quality of deliverables, the ability to solve complex problems, or to produce in-depth thinking.
Publicly praise and recognize those who take the time to dig deeper, structure, and innovate, even if it doesn't yield immediate results.
Conclusion: slow down to move forward
Deep work is not an intellectual fad or a luxury reserved for certain professions. It is a strategic choice for organizations that want to focus on quality, innovation, and sustainability.
In a world where everything pushes us to scatter our attention, choosing to focus becomes an act of constructive resistance. For individuals, it is a way to rediscover a more satisfying relationship with work. For companies, it is an opportunity to build a healthier, more human, and above all, more effective culture.
Productivity does not lie in the number of tasks performed, but in the value we create when we are truly focused.
