RDEL #50: What barriers prevent engineers from achieving "flow"?
This week we review research on the top ways that engineers are prevented from achieving deep focus, or "flow".
Welcome back to Research-Driven Engineering Leadership. Each week, we pose an interesting topic in engineering leadership, and apply the latest research in the field to drive to an answer.
“Flow state” is a hot topic in engineering, and has been highlighted as a critical factor in improving a software team’s productivity. So this week we ask, what barriers prevent engineers from achieving “flow”?
The context
The software industry is unique in that it demands a blend of analytical, creative, and problem-solving skills, and employees often engage in tasks that require deep concentration and continuous learning. The concept of "flow"—a state of deep absorption in ones work—is often used to describe that deep concentration.
Flow is associated with high levels of productivity and job satisfaction, and achieving it can significantly enhance the performance and well-being of software professionals. However, the complex and fast-paced nature of the software industry, along with constant technological advancements, can create barriers to experiencing flow.
The research
Using a qualitative critical incident technique (CIT)-inspired questionnaire, researchers studied data from 696 software industry employees to identify and categorize the barriers that impact software engineers’ ability to get into a “flow state”.
While numerous categories that affect flow were identified, the most popular ones were:
Situational Barriers: The most frequently mentioned barriers included interruptions and distractions, cited by 23% of respondents, and tight deadlines, mentioned by 14% of respondents. Negative user experiences with development tools were also significant, with 13% of respondents highlighting these issues, shifting focus from the main tasks to resolving secondary issues.
Personal Barriers: A mismatch between the perceived challenge and skill level was a common barrier, with 12% of respondents indicating that work did not present enough challenges and 11% mentioning tasks were too challenging. Additionally, 4% of respondents noted the lack of learning opportunities and excessively steep learning curves as detrimental to flow experiences.
Interpersonal Barriers: Poor team dynamics, lack of communication, and inadequate support from management and colleagues were significant inhibitors. Specifically, poor management was mentioned by 3% of respondents, poor team dynamics by 3%, and lack of communication by 3%. A toxic or unsupportive work environment further exacerbated these issues.
The application
The research highlights that a mix of factors - situational, personal, and interpersonal - have a large effect on an engineers ability to get into a flow state.
Following the study’s findings, here are a few ways that managers can assess and improve their team’s ability to achieve a flow state:
(Situational) Minimize interruptions and distractions. When engineers don’t have enough uninterrupted time to focus, they can’t achieve deep work. To minimize distractions, consider minimizing or bunching meetings, as well as using “do not disturb” in tools such as Slack. Work environments can also be optimized to create an environment that promotes more focus.
(Personal) Align Tasks with Skill Levels. Consider whether your team takes on tasks that match (or improve) the skill levels of team members. With 12% of respondents indicating a mismatch between challenges and skills, it's important to ensure that tasks are appropriately challenging for each team member. This involves providing opportunities for continuous learning and skill development, as well as setting realistic and clear goals.
(Interpersonal) Foster a supportive and communicative team environment. A healthy team is one that encourages open communication, provides regular feedback, and maintains a culture of collaboration and mutual support.
Addressing these areas can help reduce the barriers to flow, leading to higher productivity, job satisfaction, and overall well-being of software engineering teams.
—
Wishing you all a great, summer week. Happy Research Monday!
Lizzie