The Essentials of Async Work Culture
Correction Work Skills

The Essentials of Async Work Culture

Corrected by Emir Baycan · on When Notes Fly · 31 July 2026 · View published page ↗

Discover the benefits of async work, including enhanced focus, time zone flexibility, and reduced reliance on real-time meetings.

What was corrected

What the page claimed

The article attributed a '15 minutes on diversion activities' figure to Microsoft researchers Shamsi Iqbal and Mary Czerwinski, without noting that a related and better documented '23 minutes to refocus' figure actually comes from Gloria Mark's research; described Shopify's 2023 meeting purge as having 'crept back within six months' without a documented source for that detail; cited a 2021 Journal of Knowledge Management study of 200 software teams with specific percentage figures that could not be verified; cited an Intercom 'five completeness criteria' training program with a 40 percent improvement figure that could not be verified; and described Amazon's bar raiser hiring process as evaluating candidates on six-page narrative memo quality, conflating the internal six-page memo practice with a separate, shorter candidate writing exercise.

What was corrected

The section now correctly attributes the well-documented '23 minutes to refocus after an interruption' finding to Gloria Mark, who has collaborated with Iqbal and Czerwinski on related Microsoft Research work, describes Shopify's real 2023 meeting purge (led by COO Kaz Nejatian, publicly championed by CEO Tobi Lutke) using its actual reported early results rather than an unverified six-month rebound claim, describes documentation's value in accurate general terms rather than citing an unverifiable specific study, removes the unverifiable Intercom framework and statistic, and describes Amazon's internal six-page memo practice and its separate bar-raiser hiring writing exercise as the two distinct practices they actually are.

Why this is better

Web searches for each specific statistic and case detail either found the real figure belonged to a different researcher, found no evidence the specific study or program exists, or found that two genuinely real practices at the same company had been described as one. Since the underlying researchers, companies, and general findings are real, the sections were rewritten to correct or remove the specific inaccuracies rather than deleting the material outright.

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