Culture where workers are expected to be constantly connected even if it is at the expense of productivity. This part of a larger trend for workers using busyness as a proxy for productivity.
Employers frequently enforce this culture to the deteriment of their employees: “This mind-set is not necessarily irrational. For some, their jobs really do depend on such behavior. In 2013, for example, Yahoo’s new CEO Marissa Mayer banned employees from working at home. She made this decision after checking the server logs for the virtual private network that Yahoo employees use to remotely log in to company servers. Mayer was upset because the employees working home didn’t sign in enough throughout the day. She was, in some sense, punishing her employees for not spending more time checking e-mail (one of the primary reasons to log in to the servers). ‘If you’re not visibly busy,’ she signaled, ‘I’ll assume you’re not productive.’
Viewed objectively, however, this concept is anachronistic. Knowledge work is not an assembly line, and extracting value from information is an activity that’s often at odds with busyness. Remember for example, the academic from our last chapter who became the youngest full professor at Wharton by repeatedly shutting himself off from the outside world to concentrate on writing. Such behavior is the opposite of being publicly busy. If Grant worked for Yahoo, Marissa Mayer might have fired him. But this deep strategy turned out to produce a massive amount of value” (65, Deep Work)
Deep Work by Cal Newport