It seems clear to me that we're more likely to thrive when we're plugged into Reality. And I've noticed that some people who are bored at work are unaware that they are, because they find things to do that disguise the boredom, or at least make it more tolerable. For these people (a little tongue-in-cheek) I offer this list of boredom indicators.
- You can't sleep at night, so you sleep at work.
- You've figured out how to sit at your desk so that nobody can see that you're actually sleeping.
- You wonder if anyone heard that snore when you woke yourself up just now.
- On the way to the coffee machine you look down at your coffee cup and you notice that you already have coffee.
- You look forward to your bathroom break.
- You just arranged lunch with two people you can't stand, just to get out of the office.
- During lunch, you find yourself thinking about what to have for lunch tomorrow.
- You enjoy deleting sp*m.
- You read your sp*m.
- You send sp*m.
- You're usually current on your expense reports.
- You look forward to required training.
- It's all you can do to keep yourself from correcting obvious typos in Wikipedia.
- You correct obvious typos in Wikipedia, but you do it under an assumed name.
- No matter what you're doing, if it's work-related, you feel relief when you're interrupted.
- At work, you surf the Web looking for a new job.
- You do your Web errands (shopping, gifts, etc.) at work. No point wasting time at home on this stuff.
- You've learned the keyboard commands for quickly displaying the next or previous browser tab so you can switch quickly to a tab more suitable for work when someone suddenly enters your office.
- You listen carefully to the phone conversations of the person next door.
- You look at your boss's home in Google street view — again.
- You got pretty good at some of Google's more arcane commands by searching for your ancient love interests.
- You've figured out how to use the Internet All your paper clips are
pointing the same wayto spy on your dog sleeping on your sofa at home.
- All your paper clips are pointing the same way.
- All your paper clips are pointing the same way except the ones that you intentionally turned around so that they wouldn't all be pointing the same way.
- You've discovered that your office is in a time warp, because the clock, while not actually stopped, is moving so slowly that it might as well be stopped.
- You send long email messages to colleagues debating the finer points of stuff that even you don't care about.
- You send email messages that are so long that if you were a recipient, you wouldn't read them.
- Under an assumed name, you hold the daytime North American record in an Internet computer game.
- When a random question comes into your head (like which tree species leafs out first in springtime) you immediately get onto the Web and find the answer.
- And the Number One Indicator That You Might Be Bored at Work: You've read all the way through this list to get to the number 1 indicator that you might be bored at work.
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcomeWould you like to see your comments posted here? rbrenSsBTKaCKwAnZKZqbner@ChacSutiYsFvmbVqSZNOoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Keep a Not-To-Do List
- Unless you execute all your action items immediately, they probably end up on your To-Do list. Since
they're a source of stress, you'll feel better if you can find a way to avoid acquiring them. Having
a Not-To-Do list reminds you that some things are really not your problem.
- Commitment Makes It Easier
- When you face obstacles, sometimes the path around or through them is difficult. Committing yourself
to the path lets you focus all your energy on the path you've chosen.
- Reactance and Decision-Making
- Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be
very, very difficult. What makes decisions difficult?
- Down in the Weeds: I
- When someone says, "I think we're down in the weeds," a common meaning is that we're focusing
on inappropriate — and possibly irrelevant — details. How does this happen and what can
we do about it?
- Just-In-Time Hoop-Jumping
- Securing approvals for projects, proposals, or other efforts is often called "jumping through hoops."
Hoop-jumping can be time-consuming and frustrating. Here are some suggestions for jumping through hoops
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenPjBtsScOuUJsqrCBner@ChacKJmBmYZJCqXALEqIoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.