Harvard Business Review
Collaborative overload is not just a problem of volume. It has an invisible but equally sinister counterpart in cognitive switching costs created by the diversity of demands. Connected Commons research over the past decade on collaborative overload shows that more efficient collaborators — those who have the greatest impact in networks and take the least amount of time from people — are distinguished in part by how they put structure into their work to reduce the insidious cost of being “always on.” Employees at all levels are feeling the strain of collaborative overload, and there is no end in sight as we transition into a post-pandemic world of work. When they’re appropriately applied, analytics can help identify significant efficiencies in this hyper-connected world of work.
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