Are your teams experiencing Cognitive Overload?

WHAT IS COGNITIVE OVERLOAD?

If you are familiar with the cognitive overload concept, please, skip to the next paragraph!  Otherwise, below is a visual that will help explain it. From a simplistic perspective, data comes in through our sensory memory where it is discarded or kept and passed on to working memory.  Working memory is where we process and determine how to store data in long-term memory using existing knowledge schemas (our filing systems). Working memory has a limit to the amount of information it can hold at one time. So, if there is too much coming in at once and/or no known schema for storing it, this can crash into the space limit and result in cognitive overload. 

Adapted from Atkinson, R.C. and Shiffrin, R.M. (1968). 'Human memory: A Proposed System and its Control Processes'. In Spence, K.W. and Spence, J.T. The psychology of learning and motivation, (Volume 2). New York: Academic Press. pp. 89–195.

Given the rapid changes in the recent 18 months, few of us had existing schemas to deal with all the new information and demands like; remote working, new technology, at-home schooling, no childcare, global invisible virus, new social rules and digital communication expectations.  And it all came at us at once. Working Memory was maxed out. BOOM! Cognitive Overload!

WHAT DOES IT LOOK LIKE IN THE WORKPLACE?

When the cognitive overload becomes constant, it can lead to burnout.  This should not be confused with our casual use of the term when we have had a tough week.  Burnout is a condition that comes from chronic overload. This shows up as low energy; increased distance, negativity, or cynicism of one’s job, and inability to perform at work.  Leaders need to become more aware of this condition and take it seriously before it becomes chronic.

In May 2019, well before the pandemic reared its persistent head, the World Health Organization (WHO) recognized burnout as an official mental health syndrome. This is real and is on the increase.  The U.S. Census Bureau stated that 42% of Americans reported symptoms of anxiety or depression in December 2020.

IT’S AN ORGANIZATIONAL ISSUE NOT A PERSONAL WEAKNESS

The Gallup poll, discussed in a HBR article, found that the top 5 reasons for burnout are all in control of the organization!  How an organization approaches burnout will be a factor in their business success. A recent survey found that 70% would consider leaving for a company that offered benefits and policies aimed at reducing burnout.  A leader may not realize it is an issue with 37% not comfortable talking about since they feared it would be seen as them incapable of doing their job.  The outdated mindset of “Pull yourself up by the bootstraps” is not an effective response. All humans have cognitive load limits. The leaders that understand this truth and develop approaches to not inadvertently max out their teams will have more positive and successful work environments.   

COURAGEOUS LEADERS ACCEPT AND ADAPT 

Unfortunately, the settling of our world has not happened and the likelihood of cognitive overload continues. The risk of this becoming chronic and resulting in burnout is high.  Individuals and businesses are dealing with yet more unknowns, changing rules and more technology.  Below are a few items filling up our working memory: 

• New Covid variants and their impact

• Increased responsibilities due to staffing gaps

• Changing vaccines mandates – at work, school and in retail spaces

• Worry due to the changing status of students’ learning environment -classroom or virtual or both 

• Concern on whether their job is at risk based on their decision relative to vaccination, masking and returning to the office

• More technology being introduced to fill staffing gaps

 TAKE ACTION - 4 TIPS TO PREVENT BURNOUT

At an enterprise level, mental health benefits, cognitive load training and resources need to be a high priority for attention and investment to deal with this workplace challenge.  Organizations are beginning to add cognitive load to employee experience metrics to better understand its impact and management.

While that is discussed and strategized, there are some immediate steps leaders can take to help manage their team’s cognitive load now.  Having an experimental mindset while you are learning the best ways to manage cognitive load is a positive step.  Consider the following ideas as you focus on this important organization issue of preventing burnout.

Action Considerations:

• Prioritize and cross off!  - reduce the load to what is only mission critical. No sacred projects/initiative/meetings!  Make the tough choices for your team’s health and success.

• Create Digital Boundaries –  The Digital workday never ends if not managed. Set new norms - see recent MBM ELEVATE Perspective on this topic.

• Increase your 1-on-1s – Make it okay to discuss cognitive load limits. Understand each team member’s non-work load too.  Ask each team member what they need to better manage the load.

• Provide Pauses –

  • Clear the working memory at the beginning of each meeting with 15 seconds of deep breathing by all attendees

  • End all meetings at the 25- or 55-minute mark

  • Create agendas that allow ample time for all to process the content, its meaning and how it is connected to their work. Time to digest!

Although leaders cannot control the changing world, leaders can make choices inside the organization that will be healthier for your team and therefore the business.  MBM ELEVATE is ready to come along side and support you as you develop your approach to this important topic.

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Mary Beth Molloy

Certified Executive Coach and Business Consultant, she delivers uncanny focus on the intersection of your business vision and goals and the leaders you’ve entrusted to achieve them.

She knows what it takes to accelerate and elevate business results through leadership development and performance. It’s her powerful blend of these experiences together with her practicality, purpose, and positivity that drive our value.

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