The modern workplace often rewards speed. And while technology has made incredible advances in helping us work more efficiently, I sometimes wonder whether we have unintentionally started expecting people to operate at the same pace.
The challenge is that our brains are simply not designed to work this way – at least not all of the time.
As the devices around us become faster and capable of doing more, many of us have fallen into the habit of trying to maximise our own capacity too. One of the ways this often shows up is multitasking – juggling emails while sitting in meetings, replying to messages while trying to finish focused work or constantly switching between competing priorities. Sound familiar?
Unlike computers, which are built to process multiple functions simultaneously, the human brain sometimes simply works best when it can focus on one thing at a time. When we constantly divide our attention, the quality of our thinking can suffer and we can become less effective than we realise.
This is where I often think about the work of psychologist Daniel Kahneman, and the ideas he explores in his book Thinking, Fast and Slow.
Kahneman describes two ways we think:
System 1 is fast, automatic and intuitive. It helps us make quick decisions, react to immediate situations and navigate routine tasks efficiently. At work, this might look like responding to an urgent email or making a quick judgement during a meeting.
System 2, on the other hand, is slower, more deliberate and analytical. It is the type of thinking we rely on when solving complex problems, making thoughtful decisions or engaging in meaningful reflection. This might be the mindset required for strategic planning or solving a difficult people challenge.
Both systems matter and both have an important role to play. The balancing act lies in recognising when speed is useful and when slowing down may lead to better thinking and better outcomes.
Increasingly, we are seeing the effects of what clinical psychologist Craig Brod termed “technostress” in his book Technostress: The Human Cost of the Computer Revolution – the pressure and fatigue that arise when the demands of technology begin to feel overwhelming.
This is not simply an individual issue. It is also an organisational one.
Interestingly, as technology advances, we are also being reminded of the importance of what makes us distinctly human. The faster technology moves, the more intentional we may need to be about creating space for qualities such as critical thinking, creativity and connection – a point echoed in the World Economic Forum’s The Future of Jobs Report 2025, which highlights the growing importance of human-centred capabilities in the workplace of the future.
If we want people to solve problems effectively and perform sustainably, organisations have a role to play in creating environments that support how humans actually function.
That might mean giving employees uninterrupted time to focus. It might mean encouraging breaks and recovery instead of celebrating exhaustion. It may involve investing in ergonomic furniture, adequate lighting and tools that reduce eye strain and fatigue. It could also mean ongoing training and support that helps employees adapt to technology with confidence rather than frustration. This idea is reinforced in Cal Newport’s bestselling book Deep Work: Rules for Focused Success in a Distracted World, which highlights the value of uninterrupted focus in an increasingly distracted world.
We often speak about performance as though people simply need to operate faster. But perhaps the better question is this: what if sustainable performance depends not on speeding people up, but on creating conditions that help them think better?
I’ll leave you with this reminder: human needs such as rest, recovery and time to think are not obstacles to performance – they are part of it.