Dave Crenshaw – The Myth of Multitasking: Book Review & Audio Summary

Book Info

• Book name: The Myth of Multitasking: How “Doing It All” Gets Nothing Done
• Author: Dave Crenshaw
• Genre: Business & Economics, Self-Help & Personal Development
• Published Year: 2008
• Publisher: Penguin Group
• Language: English

Audio Summary

Synopsis

In The Myth of Multitasking, productivity expert Dave Crenshaw shatters the illusion that juggling multiple tasks simultaneously makes us more efficient. Drawing on neuroscience research and real-world examples, Crenshaw reveals that what we call “multitasking” is actually “switch-tasking”—rapidly shifting our attention between tasks, which dramatically reduces productivity and increases errors. Through practical strategies and relatable workplace scenarios, he demonstrates how constant interruptions fragment our focus and waste precious time. This concise guide offers actionable solutions for minimizing distractions, scheduling focused work periods, and creating systems that allow for deep, meaningful productivity. Whether you’re a busy executive, entrepreneur, or anyone struggling to keep up with endless demands, this book provides a roadmap to reclaim your time and attention.

Key Takeaways

• Multitasking doesn’t exist—your brain is actually “switch-tasking,” rapidly shifting between tasks, which significantly reduces efficiency and increases the time needed to complete work
• There are two types of switch-tasking: active switches (self-initiated, like checking email during a phone call) and passive switches (externally initiated, like coworker interruptions)
• Every time you switch tasks, you lose valuable time refocusing on both the original and new task, creating hidden time costs that accumulate throughout your day
• Scheduling regular meetings with colleagues and setting designated “open door” times dramatically reduces interruptions and protects focused work periods
• Creating systems and boundaries around your attention is essential for maintaining productivity in our hyper-connected, distraction-filled world

My Summary

The Wake-Up Call We All Need About Productivity

I’ll be honest—when I first picked up Dave Crenshaw’s The Myth of Multitasking, I was skeptical. Like most people, I’d spent years proudly listing “excellent multitasker” on my resume and considering my ability to juggle multiple browser tabs, phone calls, and email threads simultaneously as a badge of honor. But Crenshaw’s slim volume (it’s a quick read, which I appreciated) completely changed how I think about productivity.

What struck me most was how Crenshaw doesn’t just tell you multitasking is bad—he systematically dismantles the entire concept with research, relatable examples, and practical solutions. This isn’t another productivity book filled with abstract theories. It’s a straightforward, no-nonsense guide that gets to the heart of why so many of us feel perpetually behind despite working harder than ever.

The book’s central premise is deceptively simple: multitasking is a myth. What we’re actually doing when we think we’re multitasking is something Crenshaw calls “switch-tasking,” and it’s costing us far more than we realize.

Your Brain on Switch-Tasking: The Science Behind the Struggle

Crenshaw opens with a compelling argument backed by neuroscience. Researchers at Vanderbilt University found zero evidence that the human brain can genuinely focus on more than one task simultaneously. Zero. That’s a pretty definitive answer to the multitasking debate.

What our brains can do—and do remarkably well—is switch between tasks rapidly enough to create the illusion of simultaneity. But here’s the catch: every single switch comes with a cost. Think of it like your computer when you have too many programs running. Eventually, everything slows down, you get that spinning wheel of death, and productivity grinds to a halt.

The distinction Crenshaw makes between active and passive switch-tasking really resonated with my own experience. Active switches are the ones we initiate ourselves—deciding to check Instagram while watching a webinar, or answering a text message while writing a report. These feel voluntary, even though they’re often driven by habit or distraction rather than conscious choice.

Passive switches, on the other hand, are imposed on us by external forces. A colleague stopping by your desk with “just a quick question,” a notification popping up on your screen, or a phone call interrupting your focused work. These feel more justified because we’re “being responsive” or “being a team player,” but they’re equally destructive to our productivity.

What I found particularly eye-opening was Crenshaw’s breakdown of the hidden time costs. It’s not just the time spent on the interruption itself—it’s the time required to refocus on your original task afterward. If you’re deep in thought on a complex problem and someone interrupts you, it might take several minutes (or longer) to rebuild that mental framework once the interruption ends.

Helen’s Story: A Mirror to Our Own Work Lives

Crenshaw uses the character of Helen, a CEO of a retail clothing company, as a running example throughout the book. This narrative approach works brilliantly because Helen’s struggles feel universally relatable, whether you’re a CEO, a middle manager, or an individual contributor.

In one scenario, Helen is composing an important email when her assistant Sally interrupts with a complex question. Helen initially tries to do both—continue typing while listening to Sally. We’ve all been there, right? Trying to prove we can handle multiple things at once, nodding along while our fingers keep moving on the keyboard.

But as Crenshaw illustrates, this approach fails on both fronts. Sally’s question is too complex to answer while distracted, and the email suffers from divided attention. Eventually, Helen has to stop typing completely to give Sally the focus her question deserves. Then, after Sally leaves, Helen needs several minutes to regain her train of thought on the email.

The time math here is brutal but honest. Let’s say the email would have taken Helen 10 minutes of focused time. Sally’s question might have taken 5 minutes if addressed with full attention. But by attempting to do both simultaneously, Helen might spend 3 minutes in confused partial attention, then 7 minutes giving Sally full attention, then another 5 minutes refocusing on the email. That’s 15 minutes instead of 15 minutes done sequentially—except with more stress, lower quality work, and greater mental fatigue.

This example hit close to home for me. As someone who runs Books4soul.com, I’m constantly juggling content creation, reader emails, social media management, and administrative tasks. I used to pride myself on responding to emails while editing articles or planning content while on phone calls. Crenshaw’s book made me realize I wasn’t being efficient—I was just being frantic.

Practical Strategies That Actually Work

What separates The Myth of Multitasking from other productivity books is Crenshaw’s focus on implementable solutions rather than just identifying problems. He doesn’t leave you hanging with the depressing realization that multitasking is killing your productivity—he gives you concrete steps to change.

One of the most powerful strategies Crenshaw recommends is establishing regularly scheduled meetings with the people who interrupt you most frequently. For Helen, this meant setting up a daily 10 AM meeting with Sally. This simple change eliminated dozens of interruptions because Sally knew she had a dedicated time to ask questions and get Helen’s input.

I implemented this immediately with my virtual assistant and a few regular collaborators. Instead of responding to their messages throughout the day (each one pulling me out of whatever I was working on), we now have scheduled check-in times. The difference has been remarkable. I can write for two-hour blocks without interruption, knowing that any questions or issues will be addressed at our next meeting.

Another strategy Crenshaw advocates is setting “open door” periods—specific times when you’re available for drop-in questions or casual conversations. Outside these windows, your door (literal or metaphorical) is closed, signaling that you’re in focused work mode. This approach respects both your need for deep work and your colleagues’ need for access to you.

For remote workers or those in open office environments, this might translate to setting your status as “Do Not Disturb” on communication platforms, using noise-canceling headphones as a visual signal, or blocking off “focus time” on your calendar that colleagues can see.

Applying These Principles Beyond the Office

While Crenshaw’s examples focus primarily on workplace scenarios, the principles extend far beyond professional settings. Switch-tasking infiltrates nearly every aspect of modern life, and recognizing this has been transformative for me personally.

In personal relationships: How often do we scroll through our phones while having dinner with family or friends? We think we’re present, but we’re actually switch-tasking between the conversation and whatever’s happening on our screens. The result is diminished connection and lower quality interactions. Since reading this book, I’ve become much more intentional about single-tasking during personal time—putting my phone in another room during meals, for instance.

In learning and personal development: Trying to listen to a podcast while reading articles while checking email is a recipe for retaining nothing. I used to do this constantly, convincing myself I was “maximizing” my learning time. Now I recognize that focused attention on one learning resource at a time leads to much better comprehension and retention.

In creative work: As a writer and content creator, I’ve found that my best work emerges during sustained periods of single-tasking. When I protect blocks of time for writing without checking email, social media, or even doing “research” (which often becomes procrastination), the quality and quantity of my output improves dramatically.

In health and wellness: Even exercise suffers from switch-tasking. Trying to work out while watching TV while checking your phone means you’re not fully present for any of these activities. Your workout intensity decreases, you don’t really absorb what you’re watching, and you’re training your brain to never fully focus on anything.

In decision-making: Important decisions require focused thought. When we try to make significant choices while distracted by other tasks, we’re more likely to make poor decisions or overlook important factors. Creating dedicated time for reflection and decision-making—free from other demands—leads to better outcomes.

The Modern Context: Why This Matters More Than Ever

Although Crenshaw’s book was published in 2008, its message has only become more urgent in the years since. The proliferation of smartphones, social media, messaging apps, and always-on work culture has exponentially increased the opportunities for switch-tasking.

According to more recent research from Microsoft, the average person now has an attention span of just 8 seconds—down from 12 seconds in 2000. We’re training ourselves to be perpetual switch-taskers, and it’s affecting everything from our productivity to our mental health.

The rise of remote work during and after the COVID-19 pandemic has created new challenges around switch-tasking. When your home is your office, the boundaries between work and personal life blur, creating even more opportunities for divided attention. You might be on a work call while starting dinner, or trying to help your kids with homework while responding to Slack messages.

Additionally, the expectation of immediate responsiveness has intensified. Many workplaces now operate with an implicit (or explicit) expectation that you’ll respond to messages within minutes, creating constant passive switches throughout the day. This “always-on” culture is unsustainable and, as Crenshaw’s book demonstrates, ultimately counterproductive.

The good news is that there’s growing recognition of these problems. Concepts like “deep work” (popularized by Cal Newport) and “digital minimalism” have gained traction precisely because people are recognizing the costs of constant distraction. Crenshaw’s book was ahead of its time in identifying these issues, and his solutions remain highly relevant.

Where the Book Could Go Deeper

While I found The Myth of Multitasking extremely valuable, it’s worth noting some limitations. The book is quite short—you can easily read it in an hour or two. This brevity is both a strength and a weakness. On one hand, it makes the book accessible and easy to implement. On the other hand, some readers might wish for more depth on certain topics.

For instance, Crenshaw touches on the neuroscience behind switch-tasking but doesn’t dive deeply into the research. Readers looking for extensive scientific backing might want to supplement this book with additional resources. Similarly, while the workplace examples are helpful, the book would benefit from more diverse scenarios covering different industries, work arrangements, and personal situations.

The book also predates many of the technologies that now dominate our attention landscape. While the principles absolutely apply to smartphones and social media, readers will need to extrapolate Crenshaw’s advice to these newer contexts themselves.

Another area that could be expanded is addressing the organizational and cultural barriers to implementing these strategies. It’s one thing to decide you want to minimize switch-tasking; it’s another to do so when your workplace culture expects immediate responses or your boss doesn’t respect focus time. Crenshaw provides some guidance here, but more detailed strategies for navigating these challenges would be helpful.

How This Compares to Other Productivity Books

The productivity genre is crowded, so it’s worth considering how The Myth of Multitasking stacks up against other popular titles.

Compared to David Allen’s Getting Things Done, Crenshaw’s book is much more focused and accessible. GTD is comprehensive but can feel overwhelming with its multiple systems and processes. Crenshaw gives you one key insight and practical ways to apply it, making it easier to implement immediately.

Cal Newport’s Deep Work covers similar territory but with more academic rigor and depth. If you want extensive research and philosophical exploration of focused attention in the modern world, Newport’s book is excellent. If you want a quick, practical guide you can implement this week, Crenshaw’s is the better choice. Ideally, I’d recommend reading both—they complement each other well.

Compared to newer entries like Atomic Habits by James Clear, Crenshaw’s book is more narrowly focused. Clear provides a comprehensive framework for behavior change across all areas of life, while Crenshaw zeros in specifically on attention management and task-switching. Both are valuable, addressing different aspects of productivity and effectiveness.

What sets Crenshaw apart is his business-friendly approach and use of workplace narratives. If you’re looking to improve team productivity or create better systems in your organization, his examples and strategies are immediately applicable in ways that more individually-focused books might not be.

Questions Worth Pondering

After finishing this book, I found myself reflecting on some deeper questions about how we work and live:

What would our work culture look like if we collectively rejected the glorification of busyness and constant availability? So much of modern professional life is built on the assumption that being responsive and juggling multiple priorities simultaneously is virtuous. But what if we recognized this as counterproductive and restructured our expectations accordingly?

How much of our switch-tasking is driven by genuine necessity versus anxiety about missing out or appearing unresponsive? I’ve noticed that much of my own distracted behavior comes from a fear of not being “on top of things” rather than actual urgency. What would change if we gave ourselves permission to be less immediately available?

In what ways does constant switch-tasking affect not just our productivity but our sense of fulfillment and meaning in our work? There’s something deeply satisfying about completing a task with full attention and seeing tangible results. When we’re constantly fragmented, we lose that sense of accomplishment, even if we’re technically “getting things done.”

Making It Work in Your Life

If you’re feeling overwhelmed by the demands on your attention—and honestly, who isn’t these days?—The Myth of Multitasking offers a lifeline. It’s not about becoming some perfectly focused productivity machine. It’s about recognizing the real costs of divided attention and making intentional choices about where you direct your focus.

Start small. Maybe you implement just one strategy from the book—scheduling regular check-ins with your most frequent interrupters, or blocking out one hour each day for focused, uninterrupted work. Pay attention to how it feels and what results you see. I’m betting you’ll be motivated to expand from there.

For me, the biggest shift has been moving from feeling guilty about not being constantly available to feeling confident about protecting my focus time. When I tell someone “I can’t talk right now, but I have time at 2 PM,” I’m not being rude or unresponsive—I’m being strategic about giving both my current task and their question the attention they deserve.

I’d love to hear about your experiences with multitasking and focus. Have you noticed the costs of switch-tasking in your own work or life? What strategies have you found helpful for maintaining focus in our distraction-filled world? Drop a comment below and let’s continue this conversation. After all, one of the best parts of the Books4soul community is learning from each other’s experiences and insights.

Whether you’re a busy executive like Helen, an entrepreneur juggling multiple ventures, a creative professional trying to do deep work, or just someone who feels perpetually scattered, this book offers valuable perspective and practical tools. It’s a quick read that could fundamentally change how you approach your work and your life. And in a world that constantly demands our divided attention, that’s a pretty valuable gift.