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.
We are not now inclined to regard modern heating and cooling systems as representative of a spiritual realm. The physical principles involved in their operation are thoroughly understood; there is no mystery about them. They are simply functional, designed according to straightforward engineering practice to serve their intended function as efficiently and conveniently as possible.
And yet functionalism itself can be a kind of religion.
...From the fifties and sixties we have inherited numerous heating and cooling systems created within an ethos of universal convenience. Machines to maintain our thermal comfort were conceived of as mechanical servants, providing for our every need while, like an English butler, remaining as unobtrusive as possible.