THE last two decades have seen an explosion in the development and adoption of apps and self-service portals. From banking and shopping to healthcare and travel, these tools have become integral to modern life. According to a 2023 report by Statista, there are over five million apps available across major app stores, with global app downloads exceeding 250 billion in 2022 alone. Similarly, self-service portals have become ubiquitous, with businesses and governments increasingly shifting services online to reduce costs and improve accessibility.
The appeal of these tools is clear: They offer convenience, speed, and control. In the case of banking, instead of waiting in line at a bank, users can now manage their finances with a few taps on their smartphone.
Likewise, one can now order groceries or clothing from the comfort of their home.
Compression, connectivity, conundrum
A study published in the Journal of Consumer Research found that while digital tools can reduce the time spent on individual tasks, they often lead to an increase in the total number of tasks people undertake – often, trying to do them all at once – jumping from one task to another. This phenomenon, known as “time compression”, occurs because the ease of completing tasks digitally encourages users to take on more tasks than they would otherwise. As a result, the time saved on individual tasks is often offset by the sheer volume of additional tasks being performed.
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Smartphones have made it possible to access apps and self-service portals anytime, anywhere (even when one is airborne), blurring the boundaries between work, leisure, and personal time. A Pew Research Centre study found that 72 per cent of adults in the United States feel the need to respond immediately to messages and notifications, even outside of work hours. This “always-on” culture can lead to heightened stress for individuals and a feeling of being perpetually behind.
In the case of self-service portals, they have shifted the burden of service interactions from businesses to consumers. While this move can reduce costs for companies, it often increases the cognitive load on users. For instance, managing healthcare appointments, insurance claims or travel bookings through online portals requires a significant amount of time and effort at the individual level. A study by Accenture found that 63 per cent of consumers feel frustrated by the complexity of self-service tools, with many reporting that they spend more time resolving issues than they would have with traditional customer service.
Interestingly, many apps are designed to be addictive, using techniques such as variable rewards, gamification, and endless scrolling to keep users engaged. This can lead to compulsive behaviour, where users feel unable to disconnect even when it negatively impacts their mental health. Studies in addictive behaviours have found that excessive app use is associated with symptoms of behavioural addiction, including withdrawal, loss of control, and neglect of real-life responsibilities.
Personally, detaching from constant digital connectivity is a challenge I am working on – to instil greater discipline in establishing boundaries. At home, my wife has been helping by insisting that I charge my phone away from the side table next to my bed. This has helped me “flee” from the temptation of checking my phone, when bedtime comes.
The addiction to being “digitally connected” is not new. Early this century, digital devices such as the Blackberry contained a small flashing light at the top corner of the device. This light had many users “trained” to respond to it: If it was flashing green, that meant no new e-mail, SMS or missed calls.
Red, on the other hand, is a call to action. It meant a new e-mail had arrived or a phone call is incoming – requiring a response – like the way Pavlov’s dogs began to salivate when the bell rang. In some respects, the present-day need for constant digital connectivity is an evolved manifestation of those Blackberry days.
Mental health and corporate responsibility
The abundance of apps and self-service portals has also led to what psychologist Barry Schwartz calls the “paradox of choice”. In his seminal book The Paradox of Choice: Why More Is Less, Schwartz argues that while having options is generally beneficial, too many choices can lead to decision fatigue, anxiety, and dissatisfaction. This phenomenon is particularly relevant in the context of digital tools, where users are often confronted with an overwhelming array of options and features.
For example, a person looking for a fitness app may be confronted with hundreds of options, each offering different features, pricing models, and user interfaces. The process of evaluating and selecting an app can be time-consuming and stressful, detracting from the very goal of improving one’s health and well-being.
The cumulative effect of time compression, constant connectivity, and the paradox of choice can result in a growing sense of busyness and stress. The American Psychological Association found that 65 per cent of adults report feeling overwhelmed by the number of tasks they need to complete, with digital tools being a significant contributor. This 2023 survey also found that excessive use of apps and self-service portals is associated with higher levels of anxiety, depression, and burnout.
One reason for this is the “fear of missing out” (Fomo) that often accompanies the use of digital tools. Apps and portals are designed to keep users engaged, with features such as push notifications and personalised recommendations. While these features can enhance user experience, they can also create a sense of urgency and pressure to stay constantly connected. A study published in Computers in Human Behaviour found that Fomo is a significant predictor of stress and anxiety among app users, particularly those who rely heavily on social media and productivity apps.
Creating a better normal
The objective of this commentary is not to assign blame to the designers of apps and self-service portals. Rather, it is to raise awareness and, hopefully, make users more sensitive to the potential challenges (and possible threats) presented by these “tools of convenience”.
There is a growing call for companies to adopt more ethical design practices that prioritise user well-being. The Centre for Humane Technology advocates design principles that promote mindfulness, reduce distractions, and respect users’ time. Some companies have already taken steps in this direction, such as introducing screen time tracking, notification management, and “digital detox” features.
These efforts are still the exception rather than the rule. Regardless, a large part of the responsibility in embracing these “safeguards” is still in the hands of the user.
One useful practical step is to prioritise tasks, focusing on completing high-priority tasks first, and avoid getting sidetracked by less important activities. An elder friend cheekily observed that it is akin to a buffet experience: When looking to savour a desired food item from the buffet spread, one should not be distracted by the many other sumptuous offerings – lest one forgets the item one had originally set out to get.
At home, Singapore recently released strict guidelines on screen time for children, stating that infants under 18 months should have no screen time at all, while children between 18 months and six years should limit screen use to a maximum of one hour per day for educational purposes only.
For children aged seven to 12, the aim should be for less than two hours of recreational screen time daily, excluding schoolwork.
These guidelines are part of a broader national health strategy called “Grow Well SG”, aimed at promoting healthier lifestyles in children. This steer to place guardrails around the next generation’s exposure to the digital world is an enlightened one, helping to establish sound and sensible foundations.
Apps and self-service portals have undoubtedly transformed the way we live and work, offering unprecedented convenience and efficiency. However, their proliferation has also introduced new challenges, contributing to increased busyness and a sense of being overwhelmed. By understanding the factors driving this paradox of convenience and adopting practical strategies to manage digital busyness, we can, hopefully, reclaim control over our time, well-being and lives.
The writer is the group general counsel of Jardine Cycle & Carriage, a member of the Jardine Matheson Group. He sits on several boards including the charity Jardines Mindset, which focuses on mental health and US mental health charity One Mind at Work’s global guiding council.
