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
Systems, Mistakes, and the Sea An Article by Robin Rendle www.robinrendle.com Every paper cut is felt The design systems between us
Every paper cut is felt My point here is that in a design system every paper cut is felt. Every collapse leads to another, every new modal or unnecessary checkbox component hinders the collective refactoring that’s required to make a codebase consistent and easy to understand. When it comes to hyperobjects and design systems everything matters (although, frustratingly, it is impossible to measure success) and the smallest problem is just a signal in the dark—a premonition of a monster; organizational dysfunction writ large. systemsmistakes