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
Induced demand Every attempt to cul-de-sac city streets, to change traffic patterns in favor of pedestrians, or to narrow street ends is met with the same howl of protest from the authorities: this will increase congestion because urban traffic is a zero-sum game. Any reduction in volume in one place in the city will inevitably be accompanied by a rise in traffic somewhere else. This claim is fallacious: the true corollary is the opposite. In case after case, a reduction of the space available for vehicular traffic has simply resulted in the reduction of traffic overall. Michael Sorkin, 20 Minutes in Manhattan Like trying to cure obesity by loosening your belt transportation