The Challenges of Switching Between Work and Family

Switching too frequently costs efficiency; switching too rarely creates crises.

Reviewed by Abigail Fagan

Key points

• Frequent switches between work and family has cognitive costs, causing stress and reducing productivity.
• However, switching frequently aids immediate needs, prevents crises, and function similarly to breaks.
• Aim to set boundaries, take breaks, coordinate switches, and prioritize high-impact tasks.

The line between work and personal life has become increasingly blurred. Many of us check work emails during family dinners, attend virtual meetings from home, and manage personal tasks during work hours. My coauthors on a recent paper (Ekonkar Kaur, who led the paper, plus Marcus Butts and Allison Gabriel) and I explored the implications of this overlap in research published in the Academy of Management Review. Understanding both the costs and benefits is crucial for achieving human sustainability—maintaining mental health, productivity, and balance in the long run.

Many people believe they can seamlessly engage in work and nonwork activities simultaneously. Picture a parent helping with their child’s homework while responding to work emails. This vision of multitasking sounds ideal, but the reality is different. True multitasking, where our attention is equally divided between tasks, is extremely rare.

In most situations, we rapidly switch our attention between work and nonwork. One moment we’re focused on a work task; the next, we’re pulled into a family matter, only to jump back minutes later. These "domain switches" can happen multiple times in a short span, creating a fragmented experience. Despite their prevalence, existing theories on work-life integration often assume people can fully blend these domains without considering the mental limits that make genuine simultaneity nearly impossible.

Each time we shift focus, we incur "domain switch costs." These costs can be cognitive, like the delay in refocusing known as "attention residue." For example, if you’re in the middle of a work project and switch to address a family issue, it takes time for your brain to disengage from work and fully engage with the new task. This delay affects how effectively you manage both tasks and drains your cognitive resources.

Frequent switching can accumulate these costs, impacting productivity and well-being. When we constantly switch, progress in both work and nonwork domains slows down, leading to frustration and stress. Over time, this may contribute to burnout.

However, domain switching isn’t all negative. It can offer benefits that support human sustainability. Frequent switching allows individuals to address dynamic needs in both work and personal domains. For example, quickly handling a family matter during work hours can prevent crises and reduce feelings of neglect toward loved ones.

Moreover, switching can potentially facilitate recovery. Engaging in a nonwork activity, like taking a walk or playing with your child, provides a break from demanding tasks, allowing you to return to work with renewed focus and energy. When managed wisely, switching can help maintain balance and well-being.

The key takeaway is that while switching has its costs, it also offers benefits, such as preventing neglect and facilitating mental recovery. The best approach lies somewhere in the middle—not switching too often, but not waiting too long either. Flexibility is crucial; some situations warrant rapid switching, while others benefit from sustained focus.

Switching between work and nonwork also impacts those around us, especially in shared domains like family and work teams. Our research highlights the importance of coordination with "intradomain partners"—those with whom we share responsibilities. The way we manage these switches can foster harmony or create friction.

Partners can experience "supplementary" or "complementary" fits in their switching patterns. A supplementary fit occurs when both partners switch into the same domain simultaneously, like spending an evening together without distractions. A complementary fit involves partners switching at different times, such as one focusing on family while the other attends to work.

Both fits have their place. Supplementary switching promotes emotional support and enrichment, as partners spend quality time together, creating positive spillovers. Complementary switching ensures that the dynamic needs of the shared domain are consistently addressed, reducing the risk of neglect or crisis. Alternating responsibilities allows both partners to contribute to household stability while balancing work demands.

To optimize well-being in shared domains, it’s essential to communicate and coordinate switching patterns. Being mindful of when to switch together and when to switch separately can help balance individual and shared needs, enhancing sustainability in personal and professional relationships.

Practical Strategies for Managing Domain Switching

Understanding the costs and benefits of switching can empower us to manage transitions more effectively. Here are some practical strategies:

1. Set Clear Boundaries: Deliberately carve out blocks of time for work or nonwork activities. Reducing unnecessary switches minimizes cognitive costs and enhances focus. For example, set specific times to check work emails during nonwork hours instead of responding sporadically.
2. Use Breaks Wisely: Incorporate intentional breaks for mental recovery. Engaging in activities that differ from work tasks, such as taking a walk, can replenish cognitive resources and improve focus.
3. Coordinate With Partners: In shared domains, communicate with intradomain partners to establish patterns that work for everyone. Decide when to engage together (supplementary switching) and when to alternate responsibilities (complementary switching). This approach ensures both personal and shared needs are met, reducing stress and promoting harmony.
4. Identify High-Impact Switches: Not all switches are equal. Recognize situations where switching is necessary, like managing an urgent family matter during work hours. Make those switches intentional rather than reactive to prevent neglect in either domain.

Reflect on your own switching patterns. Are you switching too frequently or not enough? Adapting these strategies can help you find a balance that supports both work and personal well-being.

In many contemporary workplaces, switching between work and nonwork is inevitable. While these switches have hidden costs that affect productivity, well-being, and relationships, they also present opportunities for enrichment and recovery. Achieving human sustainability requires understanding when and how to switch effectively. By being mindful of our patterns, coordinating with others in shared domains, and setting intentional boundaries, we can strike a balance that supports both work and personal life.

Ultimately, domain switching isn’t about seamlessly blending work and nonwork, but about finding a rhythm that balances the costs with the benefits. By recognizing the hidden cognitive costs and using switches strategically for recovery, we can navigate these transitions in a way that fosters long-term well-being and supports our journey toward human sustainability.