Properties of attention
Attention has certain properties ("characteristics of attention"). These properties include:
- Stability or continuity,
- Concentration (and deconcentration),
- Attention distribution,
- Switching capability,
- Capacity,
- Distraction susceptibility,
- Scatter.
Stability or continuity of attention is the ability to concentrate on a single object for a certain period of time, in other words, to maintain attention on the object for the chosen period. If your cameras "stick" to the object and do not move elsewhere until the task is completed, as it happens, for example, in a state of flow, then your attention can be called stable or continuous.
Continuity is a necessary condition for effective mental work: creating complex work products, such as market research, requires prolonged attention retention. In long projects, attention must be maintained on the project's key objects (alphas) until its completion. Continuity will be separately described in the section "Attention Retention".
Concentration defines the intensity, the degree of focus of attention on a small number of objects distinguished from the background. Typically, when talking about concentration, it is implied that a person deeply focuses on objects. This is sometimes also referred to as "deep work". Concentration is usually used to solve problems or tasks when it is clear which objects are important and what operations should be performed with them. For example, when running, you concentrate on breathing correctly or maintaining posture, or pay a lot of attention to the description of roles in a project.
Deconcentration occurs when there is a need to focus not on individual objects, but on the entire background. It is a special concentration on the big picture rather than specifics. Deconcentration is singled out separately because it allows for problem searching (and important objects) in the background for its resolution. For example, if you realize that something is wrong in the project but cannot understand the reason yet. Then you look at key project dashboards, check the states of key alphas to notice any anomalies or discrepancies - and when you identify the problem, you can focus on its solution. To initiate deconcentration, you can ask yourself questions: "what do I need to stop focusing on? What am I missing? How can I move my cameras to capture the whole picture?".
Attention distribution is the ability of a person to perform several types of activities simultaneously. Classic examples of attention distribution include Julius Caesar, who, according to legend, could do seven things at once, and Napoleon, who could dictate to secretaries seven important diplomatic documents simultaneously. However, researchers now say that what actually happens is not the simultaneous execution of multiple tasks, but quick (sometimes almost instantaneous) switching between them. For example, during a conversation, a person can quickly switch between roles: at one moment acting as a leader proposing to get back to the meeting agenda, and in the next moment switching back to the role of an engineer. Usually, this is ineffective. Exceptions are situations where one activity is completely automated and carried out using resources S1, while the second continues with the help of S2. For example, it is quite possible to wash dishes and think about where to go on vacation at the same time. Or listen to music and write a report. When it comes to complex activities, the most effective way to manage attention is when it is not distributed among multiple tasks, projects, or activities simultaneously, but entirely focused on one thing.
Attention distribution is closely related to switching capability, i.e., the ability to consciously shift attention from one object to another. Not to be distracted by external irritants but consciously switch: for example, finish playing the manager role at work and consciously shift attention to performing new roles at home. Usually, the more interesting the activity, the easier it is to switch to it. Therefore, attention easily shifts to the latest news, especially if something unusual is happening. Here too, you will have to consciously intervene to redirect automatic switching from "interesting" to important activities. In addition, frequent switches have a negative impact on attention stability and concentration when performing complex tasks. Many switches (more than 3-4) can cause an overload and disable S2. Therefore, for deep work, it is important to be able to concentrate without distractions for several hours.
The number of objects we can hold in our attention simultaneously is called capacity. The biological capacity of attention in an adult is 7+/- 2 objects - but only if these are simple objects where only one characteristic interests us. For example, the chair is "soft", the pen is "comfortable", and so on. When it comes to complex objects where individuals in different roles are interested in different aspects, for example, about the "market research" object or "company organizational structure", the attention capacity sharply decreases (to around 3 objects). So, for daily work in companies and during the implementation of long personal projects, one often has to deal with dozens or even hundreds of objects. No biological memory can retain such a number of objects - the capacity is not enough, so we expand the available capacity using a technological amplifier - the exocortex.
When we involuntarily move our attention cameras to new objects without planning it, it means we are distracted. Distraction susceptibility can be external and internal. External distraction arises from the action of external irritants around. For example, when a coworker at work constantly interrupts you with every question, you cannot concentrate on compiling a report and are constantly distracted. Or when it's noisy around, you get distracted by the noise and end up working for several hours instead of half an hour. Or you try to study a course on "Modeling and coherence" when children are playing around. Internal distractibility is the result of strong emotions, lack of interest, and/or responsibility for the activity. For example, when you keep replaying a conversation with the boss in your head, distracting you from concentrating on the current activity: running or performing a work task. Some practices for dealing with distractions will be outlined in the following subsections.
Another property of attention is considered scatter. Two types of scatter are distinguished: imaginary and genuine. Imaginary scatter occurs as a result of deep focus on activities - for example, playing basketball or organizing a meeting - when a person does not notice anything around them, literally not noticing objects that are unrelated to the activity. When a person is in a state of flow, imaginary scatter is exhibited.
However, there is also genuine scatter. It manifests in a person not being able to maintain focus on any one object for long; attention quickly and chaotically jumps from one to another. With genuine scatter, attention is unstable and easily distracted. Genuine scatter is often caused by fatigue (physical and mental), serious emotional experiences, and nervous system disorders. In some cases, genuine scatter occurs when a person has too heavy a workload: many tasks and projects simultaneously. If there are issues with focusing on a task for approximately 15-30 minutes, it is worth visiting a neurologist to rule out health problems and addressing one's workload.