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The cost of interrupted work: more speed and stress

Published: 06 April 2008 Publication History
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  • Abstract

    We performed an empirical study to investigate whether the context of interruptions makes a difference. We found that context does not make a difference but surprisingly, people completed interrupted tasks in less time with no difference in quality. Our data suggests that people compensate for interruptions by working faster, but this comes at a price: experiencing more stress, higher frustration, time pressure and effort. Individual differences exist in the management of interruptions: personality measures of openness to experience and need for personal structure predict disruption costs of interruptions. We discuss implications for how system design can support interrupted work.

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    cover image ACM Conferences
    CHI '08: Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
    April 2008
    1870 pages
    ISBN:9781605580111
    DOI:10.1145/1357054
    Permission to make digital or hard copies of all or part of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage and that copies bear this notice and the full citation on the first page. Copyrights for components of this work owned by others than ACM must be honored. Abstracting with credit is permitted. To copy otherwise, or republish, to post on servers or to redistribute to lists, requires prior specific permission and/or a fee. Request permissions from [email protected]

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    Published: 06 April 2008

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    Author Tags

    1. context
    2. experiment
    3. interruptions
    4. multi-tasking

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    CHI '08 Paper Acceptance Rate 157 of 714 submissions, 22%;
    Overall Acceptance Rate 6,199 of 26,314 submissions, 24%

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