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
Solution to evaluation and back again A second reason the systems engineer’s design is never completed is the solution offered to the original problem usually produces both deeper insight and dissatisfactions in the engineers themselves. Furthermore, while the design phase continually goes from proposed solution to evaluation and back again and again, there comes a time when this process of redefinement must stop and the real problem be coped with—thus giving what they realize is, in the long run, a suboptimal solution. Richard Hamming, The Art of Doing Science and Engineering: Learning to Learn Co-Evolution of Problem and Solution Spaces in Creative Design