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Leslie Perlow

The organizational ethnographer who proved, with embedded field research inside one of the world’s most demanding firms, that the “cycle of responsiveness” is a collective trap—and that structured disconnection, implemented as a team, does not cost performance but reliably improves it.
Leslie Perlow is the scientist of the collective trap. Where most researchers study attention as an individual cognitive challenge, Perlow spent years inside Boston Consulting Group teams documenting the organizational mechanism that converts individually rational behavior—answering an email at eleven at night—into a collective norm that no individual can escape alone. The pattern she named the cycle of responsiveness is deceptively simple: one consultant’s late-night reply becomes a data point for the entire team, shifting expectations until perpetual availability is the air everyone breathes. Her intervention, Predictable Time Off—one designated night per week of complete unavailability—was met by partners with the certainty that clients would defect. The data said otherwise. The teams that disconnected collectively outperformed the teams that did not: client satisfaction was higher, work quality was judged better by partners who did not know which group was which, and the knowledge that had been concentrated in individuals, maintained through constant availability, was forced to
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