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
Conversational drawing A skilled draughtsman guides design conversations by selecting and emphasizing details in a way that computer programmes cannot. Ron Slade, author of Sketching for Engineers and Architects and a structural director at WSP in London, calls it “conversational drawing”. He notes how botany field guides are always based on detailed drawings rather than photographs — as much for what they leave out as for what they show. “Extraneous material that might exist in a photograph is eliminated. It may be important to pick out and illustrate particular areas and leave other parts in sketchy or broad outline.” Nick Jones, Back to the Drawing Board Why Sketch?