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
Gifts and occupations Show image 0 Show image 1 Between 1835 and 1850 Froebel worked on his “Gifts and Occupations” — a set of geometric blocks (Gifts) and basic craft activities (Occupations), that would become the centerpiece of his pedagogical theory. The Gifts and Occupations were introduced in a highly ordered sequence, which began in the child’s second month and concluded in the last year of kindergarten. Ellen Lupton & J. Abbott Miller, The ABC's of ▲■●: The Bauhaus and Design Theory Inheriting Froebel's Gifts euphonychildhood