James' World 2

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It was still shocking to M. how much a few wrong turns could change your life. She had graduated from Boston College with a degree in psychology, married at twenty-five, and had two children, a son, and a daughter. She and her family settled in a town on Massachusetts’ southern shore. She worked for thirteen years in health care, becoming the director of a residence program for men who’d suffered severe head injuries. But she and her husband began fighting. There were betrayals. By the time she was thirty-two, her marriage had disintegrated. In the divorce, she lost possession of their home, and, amid her financial and psychological struggles, she saw that she was losing her children, too. Within a few years, she was drinking. She began dating someone, and they drank together. After a while, he brought some drugs home, and she tried them. The drugs got harder. Eventually, they were doing heroin, which turned out to be readily available from a street dealer a block away from her apartment.

One day, she went to see a doctor because she wasn’t feeling well and learned that she had contracted H.I.V. from a contaminated needle. She had to leave her job. She lost visiting rights with her children. And she developed complications from the H.I.V., including shingles, which caused painful, blistering sores across her scalp and forehead. With treatment, though, her H.I.V. was brought under control. At thirty-six, she entered rehab, dropped the boyfriend, and kicked the drugs. She had two good, quiet years in which she began rebuilding her life. Then she got the itch.

It was right after a shingles episode. The blisters and the pain responded, as they usually did, to acyclovir, an antiviral medication. But this time the area of the scalp that was involved became numb, and the pain was replaced by a constant, relentless itch. She felt it mainly on the right side of her head. It crawled along her scalp, and no matter how much she scratched it would not go away. “I felt like my inner self, like my brain itself, was itching,” she says. And it took over her life just as she was starting to get it back.

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There are three moments in the yearlong catastrophe of the COVID-19 pandemic when events might have turned out differently. The first occurred on January 3, 2020, when Robert Redfield, the director of the Centers for Disease Control and Prevention, spoke with George Fu Gao, the head of the Chinese Center for Disease Control and Prevention, which was modeled on the American institution. Redfield had just received a report about an unexplained respiratory virus emerging in the city of Wuhan.

The field of public health had long been haunted by the prospect of a widespread respiratory illness outbreak like the 1918 influenza pandemic, so Redfield was concerned. Gao, when pressed, assured him that there was no evidence of human-to-human transmission. At the time, the theory was that each case had arisen from animals in a “wet” market where the exotic game was sold. When Redfield learned that, among twenty-seven reported cases, there were several family clusters, he observed that it was unlikely that each person had been infected, simultaneously, by a caged civet cat or a raccoon dog. He offered to send a C.D.C. team to Wuhan to investigate, but Gao said that he wasn’t authorized to accept such assistance. Redfield made a formal request to the Chinese government and assembled two dozen specialists, but no invitation arrived. A few days later, in another conversation with Redfield, Gao started to cry and said, “I think we’re too late.”

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Animation by Tyler Comrie

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In early 2017, a French labor law went into effect that attempted to preserve the so-called right to disconnect. Companies with fifty or more employees were required to negotiate specific policies about the use of e-mail after work hours, with the goal of reducing the time that workers spent in their in-boxes during the evening or over the weekend. Myriam El Khomri, the minister of labor at the time, justified the new law, in part, as a necessary step to reduce burnout. The law is unwieldy, but it points toward a universal problem, one that’s become harder to avoid during the recent shift toward a more frenetic and improvisational approach to work: e-mail is making us miserable.

To study the effects of e-mail, a team led by researchers from the University of California, Irvine, hooked up forty office workers to wireless heart-rate monitors for around twelve days. They recorded the subjects’ heart-rate variability, a common technique for measuring mental stress. They also monitored the employees’ computer use, which allowed them to correlate e-mail checks with stress levels. What they found would not surprise the French. “The longer one spends on email in [a given] hour the higher is one’s stress for that hour,” the authors noted. In another study, researchers placed thermal cameras below each subject’s computer monitor, allowing them to measure the tell-tale “heat blooms” on a person’s face that indicate psychological distress. They discovered that batching in-box checks—a commonly suggested “solution” to improving one’s experience with e-mail—is not necessarily a panacea. For those people who scored highly in the trait of neuroticism, batching e-mails actually made them more stressed, perhaps because of worry about all of the urgent messages they were ignoring. The researchers also found that people answered e-mails more quickly when under stress but with less care—a text-analysis program called Linguistic Inquiry and Word Count revealed that these anxious e-mails were more likely to contain words that expressed anger. “While email use certainly saves people time effort in communicating, it also comes at a cost, the authors of the two studies concluded. Their recommendation? To “suggest that organizations make a concerted effort to cut down on email traffic.”

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When employees are unhappy, they are more likely to burn out, leading to increased healthcare costs and expensive turnover. Photograph from Adobe Stock

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