28 April, 2026

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Learning to Be Bored

The Forgotten Discipline for Regaining Attention

Learning to Be Bored
Vitaly Gariev . Unsplash

A typical trait of the young professional—competent, curious, and demanding of themselves—is that they live surrounded by input.   Never-ending WhatsApp messages, Instagram as a “pause” between tasks, breaking news, short videos, TikTok, email, meetings, audio messages. And at the end of the day, a paradox emerges: exhaustion doesn’t lead to silence, but rather to seeking more stimulation. Rest is confused with entertainment, and relief is sought in the very things that drain them.

In his TEDx talk in Manchester, Chris Bailey offers a useful key to understanding this paradox. Bailey isn’t a moralist condemning technology from the sidelines; rather, he’s a researcher by practice. This Canadian author and speaker has built his work on rigorous self-experiments about productivity, focus, and calm, which he then translates into applicable ideas. His best-known books— The Productivity ProjectHyperfocus, and How to Calm Your Mind—  revolve around a simple thesis: productivity isn’t about “doing more,” but about managing attention, energy, and anxiety in highly stimulating environments.

The starting point: we don’t live distracted, we live overstimulated

Bailey begins with an everyday experience: she would jump from screen to screen from the moment she woke up, and her phone had become the dominant device in her life. The intuition guiding her presentation is relevant: “distraction” is often presented as the problem, but it is actually a symptom. The underlying problem is overstimulation : the accumulation of novelty, interruptions, and micro-rewards that leaves the brain chronically “switched on.”

This conceptual shift matters. If we believe distraction is the enemy, we fight against isolated incidents: turning off notifications, promising “I’ll concentrate tomorrow,” buying a new app. But if we understand that overstimulation is the enemy, the strategy changes: we have to lower our internal stimulation threshold so that focus becomes natural again, not heroic.

Dopamine and novelty bias: the brain learns to ask for more

Bailey explains that the digital environment is designed to exploit a basic mechanism:  novelty bias. Every new stimulus—a message, a  like , a headline, a 20-second video—activates reward circuits; this reward is associated with dopamine and reinforces the habit of “checking.” In practical terms, the brain learns a lesson: when the task becomes demanding or monotonous, there is a quick, pleasurable, and immediate escape. And like any frequent reward, the effect is cumulative:  the more stimulation we receive, the more stimulation we demand .

Here’s a crucial point, especially for young professionals:  it’s not a lack of character. It’s a matter of training. A brain trained for quick rewards becomes impatient with deep work. Attention loses quality not only because “something interrupts,” but because the mind has become accustomed to operating in fits and starts.

First experiment: restricting phone use to allow the mind to “slow down”

To test his hypothesis, Bailey imposed a radical restriction on himself:  30 minutes a day on his smartphone for a month , used only for essential functions (maps, calls, music, podcasts). After about a week, he says, his mind adjusted to a lower level of stimulation. And there he observed three effects: (i) his attention span and concentration improved, and he found it easier; (ii) he generated more ideas when he let his mind wander freely; (iii) he thought more about the future and planned more effectively.

The message is straightforward: focus isn’t just an office technique; it’s an inner state that depends on the level of “noise” we carry within us. When the system calms down, attention becomes more stable and the mind regains temporal perspective: it doesn’t live solely in reaction.

Second experiment: the counterintuitive finding of boredom

Here Bailey introduces the most provocative part of his talk. If overstimulation was the cause, then the opposite had to be tested: deliberate boredom. He asked readers to suggest activities “as boring as possible” and for a month forced himself to be bored for an hour a day: reading terms and conditions, waiting in line doing nothing, counting digits of pi, looking at a clock. After a week, he reported the same positive effects: more attention, less friction when concentrating, more ideas, and better planning. His conclusion is compelling: the improvement doesn’t come just from “having fewer external distractions,” but from being less stimulated internally, so that the brain stops demanding an immediate reward every few minutes.

This point challenges a common cultural habit among young professionals: “I get tired of what bores me.” In reality, it’s not boredom that tires us; what tires us is the addiction to novelty. Boredom, properly understood, functions as a rehabilitation of attention: it reprograms the need for stimulation and restores tolerance for depth.

Scatterfocus: the strategic value of letting your mind wander

Bailey distinguishes between intense focus (when working with intention) and what he calls scatterfocus: allowing the mind to wander freely, but without consuming external stimuli. In this state—which occurs while walking, showering, or doing simple manual tasks—ideas connect “constellations” that were previously unconnected. The point is not to romanticize a free-flowing mindset, but to recognize that a creative professional needs to alternate concentration with real rest: rest that isn’t cheap dopamine, but cognitive repose through simple tasks.

Implications for the young professional: resting is not the same as numbing yourself

Looking at the typical day of a young professional, the end-of-day exhaustion is often interpreted as: “I need to disconnect.” But disconnecting ends up being a reconnection to other external stimuli. Bailey forces us to rethink the idea of ​​rest:  resting is about reducing stimulation, not changing the stimulus.

This has a deeper meaning: attention is not just a productive resource; it’s an existential one. What we pay attention to slowly becomes who we are.  A fragmented day produces a fragmented life : much activity, little direction; much reaction, little deliberation. And what erodes is not only performance, but the capacity to decide freely and purposefully.

Practical conclusions

Bailey concludes with simple proposals, which can be read as a small training plan for regaining inner sovereignty:

  • Reduce stimulation for a short, measurable period.  Two weeks are enough to observe changes. The key is personal observation: seeing what happens when the brain stops “asking” for stimulation.
  • Introduce microdoses of boredom.  You don’t need an hour a day; intentional minutes without a screen are enough: waiting without taking out your phone, walking without headphones, being with yourself.
  • Create rituals for truly disconnecting.  For example, turning off the internet at night or reserving a weekly block without social media: a kind of technological “sabbath.” The goal isn’t ascetic; it’s strategic: to reclaim mental space.
  • Give back “space” to the day.  Bailey uses an eloquent analogy: traffic flows not only because of speed, but also because of the space between cars. Intellectual life also needs “white space” to think, connect ideas, and plan.

In short, attention is strengthened less by willpower than by the ecology of the environment and the discipline of the stimulus. It’s not about “beating” social media; it’s about retraining the mind’s threshold.

*The video is available on YouTube under the title:  “How to Get Your Brain to Focus”, Chris Bailey, TEDx Manchester

Alejandro Fontana

Profesor de Dirección General y Control Directivo. Consultor en Dirección General para empresas y organizaciones cívicas. Doctorado en Planificación y Desarrollo; Máster en Organizaciones y Comportamiento Humano; M.B.A. y M.E. en Ingeniería Civil. Miembro del grupo de investigación GESPLAN de la Universidad Politécnica de Madrid. Áreas de interés: cooperación horizontal; relación empresa-sociedad civil; negocios internacionales y análisis de estrategias empresariales.