The capital of silence: the right to disconnect as a pillar of organisational effectiveness
DOI:
https://doi.org/10.34630/tth.v6i1.7337Keywords:
Right to disconnect, Organizational effectiveness, Mental health, Deep Work, Asynchronous communication, stressAbstract
The digital transition and remote work have blurred the boundaries between personal and professional spheres, fostering an expectation of constant availability. This article analyzes the impact of hyperconnectivity on team performance, demonstrating that psychological distance and the right to disconnect are factors in cognitive restoration that are essential to operational efficiency. The intersection of occupational health indicators and neuroscientific models regarding the limits of human attention highlights the need to restructure corporate communication flows. The transition to asynchronous communication enables more flexible responses, enhancing sustained attention and mitigating the cognitive overload resulting from work-related stress. The preservation of rest periods establishes itself as a strategic variable for competitive advantage, since organizations that safeguard biological and social recovery times demonstrate a greater capacity to retain qualified human capital, superior performance, and innovation.
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