Restoring Sanity to the InfraOps Workplace

Cal Newport’s A World Without Email challenges the prevailing norms of workplace communication, advocating for a radical shift in how we manage knowledge work. Lamenting the "hyperactive hive mind" we currently live in – a state of constant connectivity and multitasking – Newport sees hours lost in the name of “digital productivity” and a source of constant stress for employees:

My experience tells me this is especially true for knowledge workers in complex IT environments. IT professionals are often stuck juggling endless emails, messages, and video meetings using these communication mediums to “make work” versus solving the actual problems they were hired to do. They end their days demoralized and quickly suffer burnout, sometimes even leaving the sector altogether.

But rather than merely decry the current state of affairs, Newport also offers a way forward – four foundational principles that don’t just mitigate the challenges of the digital work environment, but for those in the IT space deeply align with the tenets of InfraOps that aim to optimize your IT ecosystem holistically. 

Both AWWO Email and the InfraOps framework emphasize increasing the density of information in our communication to foster an environment conducive to deep, focused work. Understanding his critique of modern work practices and what can be done about them can help InfraOps pros use its tenets to promote streamlined protocols and automated processes, moving away from ad hoc, email-driven procedures towards more structured, efficient workflows.

The first principle that Newport advocates for is his Attention Capital Principle:

The principle says that supporting the brain's ability to process can significantly improve productivity for knowledge workers, allowing them to meaningfully contribute to information production. Doing so directly confronts the inefficiencies of the current "hyperactive hive mind" approach:

Moving, consuming and acting upon information at high density in the IT sector takes upfront systems design work. If you allow for and/or encourage a hive mind free-for-all for creating and delivering work product, there is very little upfront effort needed, but you’re carrying the burden of wasted effort and lower quality outcomes. But if you’re willing to put in the design work upfront, you’ll get back better, higher quality, and more useful information. 

It reminds me of something President Woodrow Wilson said. He was once asked how long it took him to prepare one of his speeches. “That depends on the length of the speech,” he replied. “If it is a ten-minute speech it takes me two full weeks to prepare it. If it is an hour-long speech, it takes me a week; if I can talk as long as I want, it requires no preparation at all. I am ready now.”

Of course achieving useful outcomes is no small task, which is why Newport introduces his next two principles to assist in capturing attention – the Process and Protocol Principles:

Automation and centralization are not only key for overcoming the hive mind but essential for InfraOps success as well. These principles help you transition from using a craft-based work style to a more industrialized protocol process, enhancing collaboration and efficiency by decreasing the volume of administrative and redundant tasks that InfraOps people must devote attention to. Reducing routine task loads through automation and fostering synchronized and structured communication protocols helps mitigate the cognitive overload of the hive mind.

The InfraOps tenet "Take a Systems Approach" encourages IT professionals to view their tasks as part of a larger whole, focusing on synergies that reduce duplicated efforts and foster a more predictable work environment. This shift not only improves productivity but also enhances the ability of IT professionals to engage in the deep, thoughtful work that drives progress and strategic success.

This leads directly to the fourth of Newport’s recommendations – The Specialization Principle:  

Newport underscores the importance of transforming knowledge work to harness the full potential of the modern economy. Today’s constant interruptions and reliance on asynchronous communication undermine the deep, focused work needed for invention and complex problem-solving.

InfraOps professionals are at the forefront of the knowledge work revolution. By reducing the burden of administrative and low-value tasks through automation and centralized systems, they can liberate themselves to concentrate on strategic, high-value activities that drive business success. The tenet "Engineers Should Engineer" reflects this, creating an environment where deep work is not just encouraged but also supported. It ensures that engineers spend more time leveraging and sharing their most valuable skills. 

Newport’s ideas suggest that adopting the InfraOps framework should lead to several key outcomes that future-proof organizations. By standardizing processes and embracing automation, InfraOps not only streamlines operations but also builds resilience and adaptability into infrastructure operations, making them robust against future disruptions. This approach is integral to Newport's idea of transforming workplaces into environments where focused, valuable work is the norm.

Efficiency gains and cost savings are also important to IT workers as businesspeople. Maximizing attention capital by reducing low-value administrative tasks enables stakeholders to focus on strategic initiatives that drive progress. By moving away from inefficient hive-mind practices to more centralized and automated operations, organizations can reduce both capital expenditures and operational costs, enhancing our competitive advantage when engaging in our respective marketplaces. 

The InfraOps framework offers a roadmap for organizations interested in implementing Newport's principles and transforming chaotic work patterns into streamlined, purpose-driven operations. This transition is crucial for enabling IT teams to unlock their full potential, enhancing both individual job satisfaction and overall organizational competitiveness.