Filtering the Noise: Applying Donald Broadbent’s Attention Theory to Coaching in Local Government
- truthaboutlocalgov
- 6 days ago
- 4 min read
In the fast-paced, information-rich environment of local government, officers are constantly bombarded with competing demands, shifting priorities, and a deluge of data. For those in leadership roles—especially those managing people and aspiring to become effective coaches—understanding how attention works is not just useful, it’s essential. One of the foundational theories in this area comes from British psychologist Donald Broadbent, whose Filter Model of Attention offers valuable insights into how we process information, make decisions, and stay focused.
In this blog, we’ll explore Broadbent’s filtering theory, summarise its key concepts, and examine how it can be applied by local government officers to improve their coaching practice, enhance communication, and lead with greater clarity.
“The human brain is not a passive receiver of information, but an active filter, selecting what is relevant and discarding the rest.”— Donald Broadbent
Understanding the Filter Model of Attention
Broadbent’s theory proposes that we process information in stages, and that a selective filter acts early in this process to determine which information receives further attention. Here’s a simplified breakdown of how the model works:
Sensory Input: We are constantly exposed to multiple stimuli—sounds, sights, conversations, emails, etc.
Sensory Buffer: All incoming information briefly enters a short-term sensory store.
Selective Filter: Based on physical characteristics (e.g., pitch of voice, location, volume), the brain filters out irrelevant information.
Limited Capacity Channel: Only selected information passes through for further processing (e.g., meaning, context).
Response: We act on the information that has been processed.
This model is often referred to as an early selection theory because the filtering happens before the brain processes the meaning of the information.
Why This Matters for Local Government Officers
Local government officers operate in environments where attention is a scarce resource. Whether it’s managing a team, responding to constituents, or navigating policy changes, the ability to focus on what truly matters is critical.
Broadbent’s theory helps explain:
Why we miss important details when multitasking
How we can become overwhelmed by information overload
Why some voices or perspectives are unintentionally ignored
How to create environments that support better attention and communication
For officers who are developing as coaches, these insights are particularly valuable. Coaching requires deep listening, presence, and the ability to help others focus on their goals amidst distraction.
Applying Broadbent’s Theory to Coaching and Leadership
Let’s explore how the principles of filtering can be applied in practical ways by local government officers who manage people and want to develop as coaches.
1. Enhancing Listening Skills
Effective coaching begins with listening—not just hearing words, but truly understanding what is being said (and what isn’t). Broadbent’s model reminds us that attention is selective. As coaches, we must consciously choose to filter out distractions and focus fully on the coachee.
Practical Tip: Create a distraction-free environment for coaching conversations. Turn off notifications, close your laptop, and give the person your full attention. Use active listening techniques such as paraphrasing and summarising to confirm understanding.
“The greatest compliment that was ever paid me was when one asked me what I thought, and attended to my answer.”— Henry David Thoreau
2. Helping Others Prioritise
Many coaching clients struggle with overwhelm. They’re trying to do too much, respond to too many demands, and end up feeling stuck. Broadbent’s theory can be used to help them understand the importance of filtering—of choosing what to focus on and what to let go.
Coaching Prompt: “What’s the most important thing you need to focus on right now? What can be filtered out?”
This helps clients develop their own internal filter, improving decision-making and reducing stress.
3. Managing Cognitive Load in Teams
As a leader, you can apply Broadbent’s insights to support your team’s mental wellbeing. Too much information, too many meetings, or unclear priorities can overwhelm the brain’s limited processing capacity.
Leadership Strategy:
Streamline communication channels.
Clarify expectations.
Avoid information dumping—deliver key messages in digestible chunks.
By reducing cognitive load, you help your team stay focused and productive.
4. Designing Better Meetings
Meetings are notorious for being inefficient and unfocused. Applying the filter model can help structure meetings that respect attention limits.
Meeting Design Tips:
Start with a clear agenda (acts as a filter).
Limit the number of topics.
Use visual cues to highlight key points.
Summarise decisions and next steps.
This approach ensures that participants can focus on what matters and retain the information that’s most relevant.
5. Developing Self-Awareness as a Coach
Broadbent’s model also invites reflection on our own attention habits. As a coach, are you truly present? Or are you filtering based on assumptions, biases, or distractions?
Reflective Practice:After each coaching session, ask yourself:
What did I focus on most?
What might I have missed?
Was I filtering based on my own agenda or the coachee’s needs?
This kind of self-awareness is key to becoming a more effective and empathetic coach.
Limitations and Evolution of the Theory
While Broadbent’s model was groundbreaking, it has been refined over time. Later research suggested that some unattended information (like hearing your name in a noisy room) can still break through the filter—a phenomenon known as the cocktail party effect.
This led to the development of late selection theories, which propose that all information is processed to some degree before filtering occurs. Nonetheless, Broadbent’s core idea—that attention is selective and capacity-limited—remains highly influential.
Real-World Example: Coaching Through Change
Imagine a local government officer coaching a team leader who is struggling to implement a new digital system. The leader feels overwhelmed by competing demands and unsure where to start.
Using Broadbent’s theory, the coach might guide the conversation like this:
Identify the noise: What information or tasks are distracting you?
Clarify the signal: What’s the most important outcome you need to achieve?
Strengthen the filter: What can you delegate, delay, or ignore?
By helping the coachee filter effectively, the coach empowers them to regain focus and take purposeful action.
Conclusion: Coaching with Clarity in a Noisy World
Donald Broadbent’s filtering theory may have originated in the mid-20th century, but its relevance today is undeniable. In a world of constant connectivity and information overload, the ability to focus—to filter the noise and attend to what truly matters—is a superpower.
For local government officers who manage people and aspire to coach effectively, understanding how attention works is a game-changer. It enhances listening, sharpens decision-making, and supports others in navigating complexity with confidence.
As Broadbent’s work reminds us, attention is not infinite. But with the right mindset and tools, we can use it wisely—and help others do the same.
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