"Better we attack with what we have; we may not have a better chance at a better time."

-General George Patton 

Mul-ti-task-ing: the concurrent execution of two or more unrelated tasks at the same time. The dictionary definition is universally accepted and practiced daily as we look at our computer screens to see several open tabs. The idea of compartmentalizing multiple tasks at any given moment is an offspring of the data-demos; people who embrace the cornucopia of the internet as a time-saving professional resource and for personal how-to amusement. As the last century closed-down and the 2000's surged forward the awesome power of web searches and personal affiliations enveloped us, enticing us into an ever more fragmented existence. General Patton is correct in the above quotation referring to fast and decisive action, but only when approached through singular focus and engagement.

Alas, speed through multi-tasking is beginning to present its invoice: mistakes are increasing, the body of work is in some cases substandard, and the economy-of-scale many presumed has become a minefield.  In practical terms mistakes range from spelling and punctuation to more disastrous outcomes such as mass-sending a delicate confidential subject, or losing the thread of an important communiqu�. Pam Vaccaro, CEO for Designs on Time, acquiesces, "people want things right away because we can now deliver them right away." True, Pam; everyone wants their meals super-sized and to lose weight while they sleep. You may believe you're above being negatively affected by multitasking. None of us are. Consider these myths:

Only younger workers multitask. A recent a broad-based survey concludes a majority of all workers interrupt an important task to frequently check e-mail or Facebook on a daily basis.

Multitasking increases productivity. Researcher Pierre Khawand, CEO of a California company, says, "in today's workplace focus periods are interrupted by e-mail, instant messaging, or urgent requests from colleagues." When we're disrupted our productivity drops precipitously. Khawand adds, "it's exhausting for the brain."

Practice makes perfect. In the book The Man Who Lied to His Laptop, Cliff Ness says of his research on multitaskers, "the people who think they're good at it are actually the worst at it, and ironically those who feel less confident in multitasking are better at it." The bottom line appears to be the more we do, the less competent we become. Research shows us the more we do, the more we lose the ability to think analytically and reach resolution on more complex issues.

Peers and companies are completely understanding. If you sit across from someone who says, "I completely understand" while focusing on an e-mail or text may be sincere but their brain can't process the substance of the conversation or the content of the message before them. It's a psychometric reality: your brain cannot process multiple and tangential bits of information accurately. It also serves an ominous message to the person seated across from the multitasker.

You're not an appealing "hire" unless you multitask. Given the challenge of designing a hiring screener, I'd ask an applicant, "Do you have a sense for when to multitask and when to cease multitasking?" A negative answer puts them in column 'B'.

From the Anthony Weiner Graduate School of Internet Sciences comes this parting advice. Never let your hunger for acceleration blind you to the present; especially the need to view tasks as graded value points instead of a checklist of sameness to be knocked off like items in a shopping cart.