The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations.
"Kant described a mechanism as a functional unity, in which the parts exist for one another in the performance of a particular function.
An organism, on the other hand, is a functional and structural unity in which the parts exist for and by means of one another in the expression of a particular nature.
This means that the parts of an organism – leaves, roots, flowers, limbs, eyes, heart, brain – are not made independently and then assembled, as in a machine, but arise as a result of interactions within the developing organism."
— Brian Goodwin, How the Leopard Changed His Spots
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.