{"id":6323,"date":"2024-01-25T09:00:00","date_gmt":"2024-01-25T08:00:00","guid":{"rendered":"https:\/\/connectionleadership.com\/what-well-being-in-an-accelerated-world\/"},"modified":"2024-07-25T16:15:57","modified_gmt":"2024-07-25T14:15:57","slug":"what-well-being-in-an-accelerated-world","status":"publish","type":"post","link":"https:\/\/connectionleadership.com\/en\/what-well-being-in-an-accelerated-world\/","title":{"rendered":"What well-being in an accelerated world?"},"content":{"rendered":"\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"Quel\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

Food for thought.<\/h2>\n

In the frenzy of our modern daily lives, testimonials are multiplying: burn-outs, strokes, bodies pushed to their limits…
\nThis raises a crucial question: are these cases the obvious result of a mismatch between the way we work and our fundamental needs? <\/p>\n

The pressure of increased productivity, juxtaposed with downsizing and intensified workloads, seems to be leading us down a blind alley.
\nIs it conceivable to reconcile well-being with the demands of an ever-accelerating work environment, or should we abandon it as hypocritical? <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

Increasing speed: significant impact on the brain<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

The speed with which information reaches us, and to which we are expected to react, has a profound impact on our brains.
\nThe acceleration of access to information, largely due to technological advances in information and communication, is changing our consumption habits and redefining expectations, creating constant pressure to act and decide quickly.<\/span> <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\tThis frenetic pace leads to information overload, making us responsible, often in spite of ourselves, for an incessant flow of data.\nThis infobesity can paralyze our cognitive functions, limiting our ability to concentrate and think deeply, and can even affect brain areas dedicated to complex analysis and strategic thinking1<\/sup>.\nSimilarly, multitasking, frequently valued in professional environments, can actually harm our intellectual capacities2<\/sup>.\nContinually juggling different tasks can diminish the efficiency and quality of the work accomplished.\nStudies have shown that multitasking can reduce memory and concentration, while increasing stress levels3<\/sup>.\nAt the same time, cognitive overload forces our brains to process and filter quantities of information often far beyond their natural capacity, which can lead to a shortened attention span4<\/sup> and shallow rather than deep learning.\nThis dependence on constant stimulation can impair our ability to concentrate on long-term tasks and enjoy moments of tranquillity.\nAs a result, stress and anxiety increase under the pressure of staying constantly connected and reactive.\nMental fatigue ensues, diminishing productivity and overall effectiveness. \t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

1CHE<\/sup>Jingshang, SUN Hailong, XIAO Chenjie, LI Aimei.
\nWhy information overload damages decisions?
\nAn explanation based on limited cognitive resources[J].
\nAdvances in Psychological Science, 2019, 27(10): 1758-1768. <\/i><\/p>\n

2Rosen<\/sup>, C. (2008).
\nThe Myth of Multitasking.
\nThe New Atlantis, 20, 105-110.
\nhttp:\/\/www.jstor.org\/stable\/43152412 <\/i><\/p>\n

3Carrier<\/sup>, L. M., Rosen, L. D., Cheever, N. A., & Lim, A. F. (2015).
\nCauses, effects, and practicalities of everyday multitasking.
\nDevelopmental Review, 35, 64-78. <\/i><\/p>\n

4Fox<\/sup>, J. R., Park, B., & Lang, A. (2007).
\nWhen Available Resources Become Negative Resources: The Effects of Cognitive Overload on Memory Sensitivity and Criterion Bias.
\nCommunication Research, 34(3), 277-296. <\/i><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

The paradox of slowness created by acceleration<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

A strange paradox then emerges: constant acceleration and the need to react instantaneously seem to have hampered managers’ ability to make decisions.<\/p>\n

Submerged by an incessant cascade of emergencies, decision-makers find little opportunity for a strategic pause, as action and the demand for immediate concrete results take center stage, often eclipsing the necessary long-term reflection.
\nThe result is a kind of information overload, where multiple subjects are tackled head-on without effective prioritization, creating a clutter that, contrary to all expectations, slows down the pace of the organization rather than speeding it up. <\/span><\/p>\n

The question then arises: why don’t decision-makers decide anymore?
\nPerhaps the answer is that they are no longer assessed on their ability to choose wisely, but rather on their ability to maintain a steady pace, to demonstrate that they don’t lose a second, that everything is under control, with no room for error.
\nThe implicit decision – which in reality is no decision at all – is to favour speed at all costs.
\nPriorities are relegated to the background, strategic decisions are postponed for immediate action, even though a few minutes’ reflection could often suffice to set a clearer, more effective course. <\/span><\/p>\n

In a world where every subject seems to have equal urgency, organizations find themselves bottlenecked, the machine slows down, with nothing defined as more crucial than the rest.
\nTools for assessing workload in relation to a specific objective are neglected, and few organizations take the time to truly measure the scope of their tasks.
\nParadoxically, by constantly striving to accelerate, we need to relearn the art of slowing down, so that we can decide more prudently and move forward more surely. <\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

Slow down, yes, but how?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

Training your brain to be present<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

Thanks to its plasticity, the brain can develop new strategies for managing information and tasks.
\nRecognizing these challenges is the first step towards better time and attention management, with the adoption of techniques such as mindfulness and more structured working methods to counteract these deleterious effects. <\/p>\n

Mindfulness is a concrete technique that can be integrated into our daily routine to help us better manage the challenges of work.
\nIn this way, we can learn to be fully present, strengthening our ability to concentrate and make more thoughtful decisions. <\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t
\n\t\t\t
<\/div>\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

Re-learn to prioritize and de-prioritize<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

In a world where speed is often synonymous with success, we are constantly pushed to prioritize certain tasks to the detriment of others.
\nYet it’s not so much speed that’s at issue, but our ability to prioritize our actions effectively.
\nWe’re trained to want things done quickly, under tight deadlines that are often difficult to meet.
\nWhy the rush?
\nBecause the culture of “everything, right away” is deeply rooted in our professional and personal practices. <\/p>\n

It’s imperative to relearn how to prioritize, but also how to deprioritize.
\nThis means accepting that certain tasks can wait, or even be abandoned, in favor of others that are more essential and strategic.
\nThis is not procrastination, it’s strategic priority management. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

Leaving room for the Human<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

Employees, caught up in the hustle and bustle of daily life, often don’t have the time to stop and absorb the information they need to understand an ongoing transformation.
\nThe frenzy of content consumption, e-mails and back-to-back meetings creates an environment where stopping seems impossible. <\/p>\n

Yet the key lies in a simple tool that has become paradoxical in its rarity: the evaluation of workload in relation to set objectives.
\nThis practice, though fundamental, is often relegated to the background, leaving the way open to disorganization where the volume of work is no longer in line with the real capacities of the teams. <\/span><\/p>\n

Another aspect of project management is asking the right questions.
\nWhat will be everyone’s roles?
\nWhat methodology should be adopted?
\nWhat will be the roadmap, adapted to the team’s capabilities?
\nAdopting tools such as the RACI matrix can clarify the distribution of tasks and responsibilities. <\/span><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

In short, in a world where speed is king, well-being seems to have been relegated to utopian status.
\nHowever, we firmly believe that it is possible to reintegrate it through a holistic transformation of corporate practices.
\nBy recognizing the challenges and implementing concrete strategies, we can navigate this acceleration, sometimes challenging it, while preserving our physical and mental integrity.
\nTransformation is within our grasp, provided we dare to question our priorities and redefine our working methods. <\/b><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

To find out more : <\/b><\/p>\n