It’s Time to Embrace Slow Productivity An Article by Cal Newport www.newyorker.com The central goal of Slow Productivity is to keep an individual worker’s volume at a sustainable level. A natural fear is that by reducing the amount of work each employee tackles at any given time, it might reduce the total amount of work an organization is able to complete, making it less competitive. This fear is unfounded. As argued, when an individual’s work volume increases, so does the accompanying overhead and stress, reducing both the time remaining to actually execute the tasks and the quality of the results. If you instead enable the individual to work more sequentially, focussing on a small number of things at a time, waiting until she is done before bringing on new obligations, the rate at which she completes tasks might actually increase. Efficiency is the Enemy productivity
A concept of style It is a concept based not on the classification of various physical features of architecture and urban design but on the problem-solving process itself. We have seen that the final outcome of a design process is strongly determined by at least three aspects of that process: the subject matter of the organizing principles which are adopted, the manner in which these principles are interpreted and reinterpreted in the context of the problem at hand, and the sequent of applying such organizing principles. Consistency in style among the output of designers can thus be understood as a habitual way of doing things, of solving problems. Peter G. Rowe, Design Thinking It was all change until the very last second style