This pattern focuses on the nature of interruptions in the workplace. It deals with situations where interruptions emanate from various sources where the timing of interruptions is largely outwith the control of the personnel. It is particularly concerned with looking at how groups of staff manage dealing with interruptions, how these interruptions are represented (or not) and their relationship to the on-going work they interrupt. Interruptions are viewed as a commonplace feature of work and one which has both negative and positive consequences depending on the setting. For example, they can promote teamwork and the sharing of knowledge but can interfere with work being done and can create extra overheads in recording.
Interruptions are a routine and necessary part of work, especially customer service/facing work where they may comprise the main work. They can be useful in promoting teamwork amongst personnel as they are managed and dealt with in a collaborative manner which promotes the sharing of knowledge and skill and can aid in providing, for example, continuity of service for the customer.
This pattern has been documented in three settings so far. The focus is on interruptions through a variety of media (telephone, face-to-face, computer-based) for groups of collocated workers in customer service settings.
This pattern is illustrated with vignettes from the following field work:
HotelTrainingCentreOffice. Interruptions (as the real work of interaction with clients) are contrasted with the masses of 'routine' paperwork they produce and must be interleaved with.
BankHelpDeskFirstExample. Interruptions mainly in the form of calls interfere with both recording the outcome of interruptions and carrying out other routine work.
CouncilPlanningDepartmentFirstExample. The work carried out dealing with interruptions often goes unrecorded and with no screening process the appropriateness of interruptions (of topic, timing, person being interrupted etc.) is poorly managed.
Care should be taken to manage the work generated in documenting and dealing with interruptions or they will begin interfering with the work surrounding them, or vice versa. That they can be managed so they may be quickly documented at the time and that there is some separation between the interruption work and the other work is important. For example, managing who can be interrupted when, through some kind of screening process or by deciding which tasks are interruptible and which are not and organising time consequently, are two ways of managing this. An example of a screening technology is the interactive voice response (IVR) technology used on telephone systems which channels users down different paths, however this can create usability problems for the customer if not carefully designed. Employing a single work along the lines of 'receptionist as a hub' is also another potential solution.