What is flow, and how do you get back into it?
Flow is a state of absorbed, effortless focus on something that matters to you. Researchers have linked it with better performance, though the evidence comes mostly from sport and gaming and cannot yet explain why (Harris et al., 2021).
What is flow?
Researchers describe flow as a peak experiential state in which people report focused concentration, effortless performance and enhanced enjoyment (Harris et al., 2021). Most people have felt it: an afternoon that disappears because you were completely inside the work.
Does flow improve performance?
A meta-analysis pooling 22 studies found a medium-sized positive relationship between flow and performance (r = 0.31, 95% confidence interval 0.24 to 0.38) (Harris et al., 2021). The studies covered sport and gaming tasks. The relationship is a correlation, and the authors report that no proposed explanation has convincing evidence. Read it as a promising signal, not a promise.
Why is flow hard to find when you are busy?
Attention drifts. In a phone-based study of 2,250 volunteers, people's minds were wandering 46.9% of the time, and that typically made them less happy (Harvard Gazette, 2010).
“A human mind is a wandering mind, and a wandering mind is an unhappy mind.”
Interruptions add a second cost. In a controlled experiment, interrupted people finished their tasks in less time with no difference in quality, but reported more stress, frustration, time pressure and effort (Mark et al., 2008). That was an email task in a laboratory, so it does not measure flow itself.
Which ideas help, and what do we actually know?
| Idea | What the evidence says | What it cannot tell you |
|---|---|---|
| Protecting attention | Interrupted people worked faster but reported more stress, frustration and time pressure (Mark et al., 2008). | It was an email task in a laboratory. It does not show that fewer interruptions produce flow. |
| Training attention at work | Across randomized trials of workplace mindfulness programs, participants showed reduced stress and burnout and improved job performance on average (Lomas et al., 2019). | The authors note that study quality was inconsistent. The programs were structured courses. |
| Small, steady improvement | Toyota says that “all employees implement daily incremental kaizen” as part of its production system (Toyota Motor Corporation). | It describes one company's manufacturing practice. It is not evidence that kaizen works elsewhere. |
Where do you start?
These are our suggestions, drawn from the ideas above. They are not findings from the studies.
- Choose one thing that matters this week.
- Set aside a block of time for it, and tell people you are unavailable.
- Remove one recurring interruption, such as a notification you do not need.
- When the block ends, write down the next step, so tomorrow starts where today stopped.
- Notice what helped and what did not, then change one thing. Small steps, repeated, add up.
What this page cannot tell you
It cannot tell you that any of this will work for you, or diagnose why you feel stuck. It is general information from published research, not therapy or medical care. If you are struggling, please speak with a qualified professional.
Want a second pair of ears?
We offer a free 30-minute call to listen. You may also like our pages on AI for organizational workflow and AI and wellness.
Sources
Harris, D. J., Allen, K. L., Vine, S. J., & Wilson, M. R. (2021). A systematic review and meta-analysis of the relationship between flow states and performance. International Review of Sport and Exercise Psychology. Read the source
Killingsworth, M. A., & Gilbert, D. T. (2010). A wandering mind is an unhappy mind. Science, 330(6006), 932. Read the source
Harvard Gazette (2010). Wandering mind not a happy mind. Read the source
Mark, G., Gudith, D., & Klocke, U. (2008). The cost of interrupted work: more speed and stress. Proceedings of the SIGCHI Conference on Human Factors in Computing Systems, 107-110. Read the source
Lomas, T., Medina, J. C., Ivtzan, I., Rupprecht, S., & Eiroa-Orosa, F. J. (2019). Mindfulness-based interventions in the workplace: An inclusive systematic review and meta-analysis of their impact upon wellbeing. The Journal of Positive Psychology, 14(5). Read the source
Toyota Motor Corporation. Toyota Production System. global.toyota. Read the source