Smarter Tools, Happier Teams: Reducing Digital Fatigue in Government Work

Technology was supposed to make work easier, but somewhere along the way it started making us busier. Between the constant notifications, like Slack, Teams, email dings, and endless apps, and the pressure to always be "on," efficiency began to feel anything but human. I've learned that the real power of technology isn't speed, it's space. Space for creativity, connection, and rest. Digital tools can reduce burnout, build inclusion, and give people back the one thing we can't automate, time.

That realization has been especially important in government work, where the stakes are high and the demands never seem to slow. When used intentionally, technology can help us reclaim focus and re-center our efforts on people, not just processes. It’s not about adding more tools, but about using fewer tools better. This shift requires not just smarter procurement, but smarter leadership and design decisions about how we expect staff to engage with digital systems.

Reevaluating Digital Workflows to Restore Focus

One of the most practical steps agencies can take is to perform a digital workflow audit. Many departments adopt new tools without retiring old ones, resulting in duplicated efforts and fragmented communication. For example, when a department simultaneously uses multiple platforms for collaboration without clear guidelines, staff spend more time toggling between systems than completing work. A workflow audit helps identify redundancies, clarify communication norms, and streamline toolsets to reduce cognitive load on employees.

Implementing digital minimalism in local government operations can significantly improve employee well-being and effectiveness. A 2023 report from the Center for Digital Government found that agencies with structured digital governance policies experienced higher staff satisfaction and reduced digital fatigue, especially when they limited platform sprawl and implemented consistent usage protocols across teams¹. For departments overwhelmed by digital noise, the goal should be to reduce the number of platforms in use and establish clear rules for when and how each tool is used.

Designing Technology for Inclusion and Accessibility

Digital tools, when thoughtfully implemented, can promote equity and inclusion among staff and constituents. For internal teams, this means choosing platforms that support a range of communication styles and accessibility needs. Closed captioning in video meetings, screen reader compatibility, and asynchronous collaboration options are not just compliance features - they are essential for inclusive engagement. The U.S. General Services Administration notes that inclusive technology design improves productivity and morale for all users, not just those with disabilities².

Externally, digital services must be designed with the same mindset. Too often, public-facing tools assume a level of digital literacy or broadband access that many residents do not have. In 2022, the Pew Research Center reported that 23 percent of U.S. adults in households earning under $30,000 lacked home broadband access³. Government agencies need to ensure that digital service delivery does not inadvertently exclude those who need it most. This includes offering multilingual support, mobile-optimized interfaces, and offline alternatives for critical services.

Creating Time Through Automation and Thoughtful Implementation

Automation is frequently misunderstood as a threat to jobs rather than a tool for freeing up time for higher-value work. In practice, automation can eliminate repetitive tasks like data entry, appointment scheduling, or document routing. For example, integrating robotic process automation (RPA) into permit processing can reduce turnaround time while allowing planners and inspectors to focus on complex cases that require human judgment. A 2021 study by Deloitte found that 74 percent of organizations using RPA reported time savings, with many reinvesting that time into citizen-facing services⁴.

However, automation should not be implemented without careful planning. Poorly scoped automation can create new bottlenecks or fail to account for edge cases, leading to public frustration and increased staff workload. Before deploying automation, agencies need to map out existing workflows, identify clear performance metrics, and involve frontline staff in design and testing. This approach ensures that automation serves people rather than replacing them and that it contributes to sustainable workload management rather than short-term efficiency gains.

Reclaiming Time by Setting Digital Boundaries

The expectation to always be available is one of the most harmful side effects of digital work culture. Municipal leaders must take active steps to protect staff time by establishing healthy communication norms. This includes defining acceptable response windows for emails and chat messages, discouraging after-hours communications, and encouraging scheduled focus time. The World Health Organization has identified chronic workplace stress, often exacerbated by digital overconnectivity, as a key contributor to burnout⁵.

Leadership plays a critical role in modeling these boundaries. When managers send late-night messages or expect instant replies, it sets a precedent that others feel pressured to follow. Instead, leaders should normalize practices like delayed email delivery, status indicators for deep work, and regular check-ins to assess workload. These small cultural shifts can create a more sustainable digital environment and help staff feel trusted and respected, not just managed.

Investing in Digital Literacy and Change Management

Even the best technology will fail if staff do not understand how or why to use it. Digital literacy is not just about knowing how to click buttons - it’s about understanding how tools support mission goals, improve service delivery, and support collaboration. Investing in digital literacy means providing ongoing training, creating peer support networks, and offering just-in-time learning resources. The National League of Cities has emphasized that digital capacity building is a foundational element of modern governance⁶.

Equally important is change management. When technology is introduced without proper context or communication, it can create confusion and resistance. Successful implementation requires early engagement with staff, clear articulation of benefits, and support structures that extend beyond initial rollout. Agencies that view technology adoption as a human-centered process - not just a technical upgrade - are more likely to see lasting, positive outcomes.

Conclusion: Designing for Space, Not Just Speed

Technology should enable government professionals to do their best work, not overwhelm them with complexity. By focusing on simplification, inclusion, automation with care, and digital etiquette, agencies can shift from a culture of constant activity to one of intentional impact. The real measure of a successful digital tool is not how fast it works, but how much space it creates - for thought, for connection, and for the human side of service.

As practitioners, we have the opportunity to rethink how we use technology, not just implement more of it. The future of government work depends not on endless optimization, but on thoughtful design choices that give people back their time. Only then can we fully realize the potential of the tools we have built.

Bibliography

1. Center for Digital Government. "Digital Workflow Efficiency and Employee Experience." Government Technology, 2023.

2. U.S. General Services Administration. "Section 508 Compliance and Accessible Technology." GSA.gov, 2022.

3. Pew Research Center. "Internet/Broadband Fact Sheet." April 7, 2022. https://www.pewresearch.org/internet/fact-sheet/internet-broadband/.

4. Deloitte. "Automation with Intelligence: Pursuing Organization-wide Reimagination." Deloitte Insights, 2021.

5. World Health Organization. "Mental Health at Work." September 28, 2022. https://www.who.int/news/item/28-09-2022-mental-health-at-work--new-who-guidelines-and-ilo-policy-brief.

6. National League of Cities. "Digital Equity Playbook for Local Governments." NLC.org, 2021.