WORKPLACE COLLABORATION
saturation as “too much to do without enough time, tools or resources leads to the inability to focus on what really matters.” These are the times we take a risk and try to multi-task. The end result of this can be additional stress, unprofessional behavior, mentally shutting down and making more errors. You may be asking yourself, “What does multi-tasking and task saturation have to do with how I talk to my team and situation awareness?” The more perceptive you are about your own thoughts, emotions and actions (TEA), the better equipped you will be successfully handle diffi cult, uncomfortable or awkward situations. Recognizing when you are getting irritated, frustrated or worried helps shift your mind from swirling around your problem to recognizing your emotions. You can then acknowledge those feelings and turn your focus to the challenge at hand. Remember, your mind cannot deal with negative feelings and think logically. That is multi-tasking and multi-tasking is a myth. When you are concerned that the aircraft repairs will not be completed on time, you relinquish the ability to explore and consider alternatives. Let’s consider two situations. In the
fi rst situation, Joe and Mike are having diffi culties working together. They speak to each other only when necessary and exchange the minimum amount of information. Tension surrounds them and others have come to you because that environment is aff ecting the entire department. What can you do? In the second situation, Sam is wrestling with a problem and you are not certain what it is. You think it might be of a personal nature. You notice he is distracted, preoccupied and taking longer to complete routine maintenance tasks. Others have come to you to complaining about his lack of timeliness. What can you do? The general recommendation for both of these is the same. First, spend time observing them from a distance and watch how others treat them. Do others leave them alone? Do they act as if nothing is bothering them? Are their interactions forced, stilted, easy going or tense? How are the interactions after the initial conversation?
When you are observing, try not to read anything into
what you are seeing. Don’t try to guess underlying motives. You also need to be aware of any biased thoughts (‘that was stupid’, or ‘he shouldn’t have done that’) and your emotions (anger, frustration, impatience, etc.). You can note thoughts like ‘I wonder why he did that’ or ‘What was he thinking?’ (Though this last question can be said in a derogatory tone, in this instance it is a question based on non-judgmental curiosity.) What you have done successfully is increased your situational awareness — both in the traditional, external sense and in a professional development, internal sense. You
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