This document discusses interruptions and their negative effects on performance, emotions, and well-being, citing research from 1927 to 1999. It introduces the concept of acceleration to motivate people through small wins and progress. The document suggests there are three parts to work and meetings: technical, human, and organizational. It evaluates how bad interruptions are based on strength, immediacy, and number of meetings. Finally, it proposes addressing interruptions through three steps: stop, look, listen; mix or negotiate; and share.

1. #AgileCamp

2. WHO AM I?
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4. MY COLLEAGUES
Prof. Katerina Bezrukova, Santa Clara
University
Prof. Chester Spell, Rutgers University
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5. IMAGINE
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6. JOY
OR
DESPAIR?
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7. ACCELERATION
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8. “Our research inside companies revealed that
the best way to motivate people, day in and
day out, is by facilitating progress -- even
small wins.”
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9. INTERRUPT
ION
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10. NEGATIVE EFFECTS OF INTERRUPTIONS
1927Memory & behavior
1988Psychological and physical health
1999Emotions & well-being
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12. Interruption
ACCELERATION
JoyDespair
Performance
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13. ACCELERATION
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INTERRUPT
ION

15. THREE PARTS TO WORK
Human
Technical
Organizational
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THREE PARTS TO A MEETING
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16. HOW BAD IS BAD?
Strength: For example, the status of the people
attending, and especially the status of the
people calling the meeting: meetings that you
cannot decline.
Immediacy/Interruption: The extent to
which the meetings are an immediate
interruption to progress. “I got nothing done
today -- all I did was go to meetings.”
Number: The number of meetings.
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18. 3 PARTS, 3 STEPS
Stop – Look – Listen
Mix (Negotiate)
Share
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