Multitasking vs Deep Work: Efficiency, Preferences, Benefits and Risks

What is deep work

Deep work is uninterrupted, concentrated effort on a single challenging task. Cal Newport defines it as the ability to focus without distraction, producing higher-quality results and faster learning for complex skills. In a world full of notifications, deep work is becoming rarer and therefore more valuable. The brain needs time to settle into deep focus, and switching tasks interrupts that process, costing effective minutes. Deliberate practice—focused, feedback-driven repetition—raises competence in a field. Neurological findings indicate learning while distracted is less effective, so uninterrupted sessions matter for intellectual work. Practically, deep work means turning off notifications, preparing materials before you begin, and using small rituals to get into the zone. Setting clear goals for each session improves outcomes. Organisations that adopt these practices often see better results and fewer mistakes.

Why multitasking fails

Multitasking looks like a time-saver, but studies contradict that impression. Fischer and Plessow showed that juggling tasks generally worsens performance, increasing errors and slowing responses. This stems from limits in our cognitive resources. Sophie Leroy described residual attention, where part of our focus stays on the previous task, so even a brief email break disrupts project work. David Rock compares the drop in cognitive capacity after interruptions to stepping backwards in progress. Switching between difficult tasks can take roughly fifteen to twenty minutes before you regain full focus, during which you work slower and make more mistakes. Research on Italian judges suggests handling fewer items at once can speed up case closure. Some authors note moderate task switching may bring short-term benefits, but beyond a point those benefits disappear and become negative. People who believe they are good multitaskers often perform worse, reflecting a mismatch between perception and actual ability to filter distractions.

Costs to health and well-being

Multitasking affects not only output but also well-being. Fragmented days reduce the chance of entering flow, the state of deep engagement and satisfaction in work. When we constantly switch, flow becomes elusive. The Lazarus and Folkman stress model explains how appraisal of stressors and available resources shape stress responses, and multitasking is a significant occupational stressor. Chronic stress from constant interruptions can lead to burnout and reduced well-being. Some national studies indicate each switch may eat up to forty percent of effective work time, increasing deadline pressure and employee frustration. Organisations that ignore these costs pay in higher turnover and more errors. Frequent interruptions prolong task completion and increase mental fatigue. Long-term exposure to distractions degrades concentration and working memory, leaving employees feeling less competent and more stressed. Investing in measures that reduce fragmentation and protect focus pays off in wellbeing and performance.

How to implement deep work in practice

Introducing deep work starts with a plan and commitment. Time blocking assigns specific time blocks to specific tasks, reducing context switching and helping maintain a work rhythm. Begin with short 30-minute sessions and lengthen them over time. Pomodoro-style work—25 minutes focused with short breaks—can be a practical entry point. Preparing materials before a session lowers the risk of distraction. Turn off notifications and create a quiet workspace. Make availability explicit so colleagues know when not to interrupt. Leaders should model the behaviour and shield the team from ad hoc meetings. Measure results and adjust the cadence to fit your organisation. Educating teams about cognitive costs helps reset expectations about constant availability. Small habits like planning the day at its start support daily practice. Technical features such as focus modes in apps and email settings can help. Pilot changes for a few weeks and collect feedback to fine-tune the approach.

Balance and when multitasking makes sense

Not every activity demands deep focus. Routine tasks can be combined without large cognitive costs—for example, light manual work or listening to a podcast while walking. Moderate task switching can sometimes spur creativity by exposing the mind to diverse stimuli that facilitate new associations. The key is distinguishing deep tasks from simple ones. Mark focused activities in the calendar to protect those slots and use other times for less demanding multitasking. For managers, modelling the right practices and setting norms is crucial: designating quiet hours, for instance, can boost team performance and is especially relevant in training for managers who plan team rhythms. Planned breaks and rotating tasks prevent monotony and fatigue. Monitor outcomes to find the right balance between deep work and multitasking, and help employees develop conscious attention-management skills.

Deep work produces higher-quality outcomes and fewer mistakes. Multitasking can be useful for simple tasks but undermines effectiveness for cognitively demanding work. Organisations can protect focus through clear rules and scheduling. Techniques like time blocking and Pomodoro train concentration. When teams limit unnecessary switching, both employees and leaders gain more satisfaction and less stress. Simple practices deliver measurable improvements, and investing in a culture that supports deep work returns in better results and wellbeing.

Empatyzer for deep work in manager training

Empatyzer delivers personalised micro-lessons for managers on planning focus blocks and reducing context switches. Its AI assistant helps craft clear messages for teams to set no-meeting hours and availability rules. Using a short diagnostic, Empatyzer identifies team members most prone to distraction and suggests tailored work modes. The tool provides sample phrasings for 1:1 meetings and feedback so managers can enforce deep-work norms without escalation. Twice-weekly micro-lessons build the habit of time blocking and short focus sessions. Checklists and prompts support pre-session rituals and suggest which notifications to mute. A 24/7 assistant aids in tricky communication moments when rules are breached. Empatyzer reports aggregate adoption metrics so organisations can measure the impact of deep-work practices. It also recommends adaptations for people with ADHD and other needs to reduce unnecessary interruptions. As a result, managers receive practical support to plan team rhythms, cut multitasking and raise the quality of work that requires deep concentration.