There is no getting around the fact that we live in a world that strives for progress and productivity. As industries evolve and expectations soar, it is not uncommon to see scope creep within the roles and responsibilities of teams, managers and leaders. But what gives? When job demands outpace our capacity to fulfill them, what consequences are we willing to accept?

Over the last year or so, there have been significant changes in the way companies are required to operate. There are diversity inclusions to consider, mental health and psychosocial safety plans to organise, promote and implement, alongside the existing legislation surrounding workplace health and safety. Additionally, employees are expecting more from their employers. They want to feel valued; they want a healthy workplace culture; and they want a good work-life balance. So, with all these changes, who is picking up the slack? It would be nice to say that these new requirements have added jobs to the marketplace, however, while in some cases this is true, in most cases these added responsibilities have been piled atop the existing workloads of managers, supervisors and human services personnel. But, at what cost?

In Western Australia alone, there have tragically been five deaths within the mining sector since October last year. While considerable focus has been placed on safe production over the last decade, as you may imagine, one of the immediate impacts of increasing job demands without boosting capacity is the decline in the quality of work produced, and our ability to produce it safely. This is because when we are overwhelmed with a barrage of tasks, it becomes increasingly difficult to allocate the necessary time and attention to each one. When our attention is divided, or when we are faced with excessive demands, our cognitive abilities become compromised as the brain struggles to process information effectively. This results in a decrease in focus, impaired decision-making, and reduced situational awareness. Additionally, when we are stretched thin, it becomes exceedingly difficult to learn and adapt to new situations or obligations. It is not hard to see how these cognitive deficiencies can have a cascading effect, leading to errors that, in certain circumstances, can have severe and irreversible consequences.

So, while we may believe we are pretty good at multitasking it is, in fact, a myth. Human attention is inherently limited, and research has consistently shown that we are unable to split our attention effectively between tasks. We may believe we are multitasking, but what we are actually doing is rapidly switching our attention from one task to another. Importantly, this constant shifting comes at a cost. Each time we switch tasks, there is a tax paid in terms of attentional resources and the quality of work produced.

The second consequence of increasing job demands without augmenting capacity is the impact this has on team dynamics. Imagine a pressure cooker on high heat without a release valve. As job demands mount but our capacity remains stagnant, we find ourselves trapped in a situation with unrelenting expectations, unable to let off steam. The consequences can be detrimental to both individuals (leading to stress, burnout, frustration and resentment) and organisations (as interpersonal relationships are eroded and interactions become transactional in nature).

So, what can we do about it? The first step is acknowledging the situation and recognising that no amount of drive will change the limitations of the human brain and attention. Once we have taken a step back, we can begin to explore strategies that may assist us in the short term to cope with increasing demands while looking for a more strategic approach to change in the future. These short-term strategies may look like:

Enhancing communication: Encouraging open dialogue between those in leadership positions and team members to discuss workload concerns and explore possible solutions. Constructive conversations can lead to more realistic expectations and a better understanding of capacity limitations.

Assessing and prioritising: Regularly evaluating the workload and identifying critical tasks that require immediate attention. By prioritising effectively, we can allocate resources more efficiently and reduce the risk of burnout.

Reducing Clutter: Look at the tasks and activities that you and your team are performing. Are there any that take up time while having no positive impact on performance and productivity? If so, eliminate these.

Investing in training and development: Providing team members with the tools, resources, and training necessary to adapt to new job demands effectively. Strengthening their skill set will not only increase capacity but also foster a sense of empowerment and engagement.

So, as we continue to strive for constant growth, we can also strive to be mindful of not sacrificing other important areas during the journey. As we embrace new technologies, new approaches and ways of working, we don’t want to drop the ball on our core business objectives to remain safe, well, and productive.

We hope you have a great and safe rest of your week.