Deep work centers around the concept of picking one thing and focusing on that alone, and it is proven to be highly effective. So would it surprise you to hear that multitasking can actually be more effective than “single-tasking?” A study conducted by Shalena Srna and Rom Y. Schrify about multitasking consistently found that participants in the multitasking groups performed at a higher rate. This concept raises many questions and potential problems but what made their study unique is that the participants in the multitasking and the single-tasking group were doing the same thing. What differentiated the groups from each other was the mindset surrounding the activity at hand.

An example of this is a study where the participants watched a video and were tasked with transcribing it word for word. One group had the task described to them as an activity in which they would be doing two things: watching a learning video in which they would learn the information and transcribing it. The other group was told they would be doing one thing: watch a learning video and transcribe it. In this experiment and many others, the participants who were in the multitasking mindset did better.

It is believed that the multitasking group performed at a higher rate because, thinking that they had to focus on two different tasks, they put more focus into what they were doing. In other experiments, Srna and Schrify also found the multitasking group to be less bored (even if they did not enjoy the activity) because of their higher level of focus.

On the surface, this concept seems detrimental to the theory of deep work, but, as we learned from Srna and Schrify’s study, everything is about perspective. While it is vital to cultivate intense focus to think deeply about something, it is also essential to acknowledge the different aspects of the task at hand. By thinking about each more minor part, attention to detail is cultivated, and it can be completed more thoughtfully. This approach can also lead to the ideation of new ways to approach it rather than accepting the first approach that comes to mind.

Cal Newport discusses a lot of different approaches to achieving deep work in his book, Deep Work. While the traditional form of practice comes from long stretches of isolation, Newport recognizes that this style will not work for everyone for various reasons. One of the methods he discusses is the hub-and-spoke arrangement. In such a layout, workspaces are configured so that individuals are able to retreat to a secluded space to do uninterrupted work. Still, when they leave to do something as simple as getting a cup of coffee, they inevitably interact with others.

The hub-and-spoke may sound similar to the constant pings of a phone interrupting the task you set out to do, but it is quite different after a closer look. Emerging from isolated workspaces is often a sign that the thinker is prepared to interrupt their flow and take a break. This period of relaxation allows them to recharge. However, the structure of the hub-and-spoke prevents them from spending this time in continued isolation. By emerging into the hub, individuals have unplanned and casual interactions with their colleagues and peers. Because the hub connects so many people, these interactions often connect people who do very different work, leading to new perspectives on problems, further promoting novel ideas.

Such a setting uses aspects of both deep work and the ever-popular open floor plan office setting to maximize the benefits of both. Despite how promising it sounds, it is not enough to simply work in this setting. Worthwhile work requires planning and a sense of purpose that can be extremely difficult to achieve. Newport suggests achieving this through the use of rituals. He names multiple categories that must be addressed and can help form rituals such as identifying where you will work and for how long, how you will work once you start, and how you will support your work.

Setting rituals can seem like an extravagant thing to do, but it is proven to be helpful in many other settings. Deep work is often compared to meditation. In fact, Headspace identifies flow (similar to deep work) as a form of active meditation. One of the most recommended practices by meditation teachers that can be traced back through history is establishing an altar and an accompanying ritual. Doing so allows the meditator to have an easier path to the meditative mindset. Setting rituals to accompany deep work would have the same effect.