Bias For Busyness

The term “business” hails from the Old English “bisignis,” denoting care, anxiety, occupation, and diligence. This term evolved over the centuries to its modern usage, now signifying trade, occupation, or profession involving meticulous activity or work. This historical lineage mirrors the contemporary bias for busyness that permeates our business organisations today.

Today, the corporate world seems to venerate busyness as a sign of importance, productivity, and dedication. Managers and employees alike are often seen boasting about their packed calendars, late-night emails, and the scarcity of their free time. This culture that equates constant activity with success stems from the Protestant work ethic, which ties moral virtue to hard work and efficiency.

However, this bias for busyness can lead to counterproductive outcomes. Firstly, it tends to foster an environment of presenteeism, where individuals feel compelled to spend excessive hours at work, regardless of the actual productivity or output. Secondly, this culture also risks glorifying overwork and burnout, thereby impairing employee health, morale, creativity, and eventually, productivity.

The cognitive bias known as the ‘action bias’ can help explain this tendency. People, including business leaders, often feel more comfortable when they and their peers are doing something rather than nothing. Yet, more busyness does not equate to greater productivity or effectiveness. Sometimes, strategic inaction, reflection, and rest can yield better results.

As businesses strive to create healthier, more sustainable work environments, it’s essential to challenge this bias for busyness. Organisational cultures that value quality over quantity, outcomes over hours, and people’s well-being over relentless activity achieve more. These changes may hold the key to true productivity and a more balanced approach to work and life.