In a world of endlessly available, unlimited information, it is not so easy to know when a job has been completed and has come to closure. If you’re doing research, how do you know when you’re done especially when there is so much more information ‘out there’ that could be incorporated into your findings? How in-depth or thorough does a report need to be before it can be considered done? Unlike other kinds of work, knowledge work requires judgment and experience to determine when you have reached the point of diminishing returns where additional work will not add enough value to justify the cost, effort and time. Closure has come to mean not so much when something is ‘finished” as when the tendency for a continuing effort toward a particular goal actually causes effectiveness to decline after a certain level of result has been achieved.
My client Marsha is in HR, charged with ‘prospecting for the best legal talent available’, one of those knowledge work kind of assignments that can go on forever. “I never knew when enough was enough. I attended recruitment fairs, interacted on social media, prospected at law school events…there just seemed no end to the work.” Meanwhile, all that time prospecting for a new attorney meant the open post continued to go unfilled, the other attorneys had to add more work to their plate, and the yet unhired attorney’s contributions was forestalled. “It’s just not worth it to the company for me to keep trying to find the perfect candidates. I’m done when I prospect what I think are the best 25 candidates a month.”
Another factor that affects closure (finishing or completing something) is the extent to which one is taken off task by an interruption or distraction Each day a typical office employee checks e-mail 50 times and uses instant messaging 77 times, according to RescueTime, a firm that develops time-management and tracking software. So defend your right to concentrate. If you truly need to close the door, turn off the cell, and leave email unattended for 3 hours, do it. A recent Harvard University study of 600 managers found that the most significant factor in their perception of their best work days were the days when they made progress, the days they were able to move work forward to closure. Their findings are in a new book called The Progress Principle by Teresa Amabile and Steven J. Kramer. I have a client who puts yellow crime scene tape across her cubby office opening. She doesn’t have a door but the message is clear. Don’t disturb her till the tape comes down. Many companies have a “no devices in this meetings” policy. Find a place to hide where you can concentrate.