Great idea in principle. In practice there's always too much to do to respect this in a lot of places, even where it's nominally part of operating policy.
In practice there's always too much to do to respect this in a lot of places, even where it's nominally part of operating policy.
That's not the problem. Most companies operate at about 30 to 40 percent efficiency. That's not to say that most workers could achieve as much working 2/5 as much, because a lot of the inefficiency is structural and intrinsic, but the idea that long hours and high managerial demands come from "too much to do" rather than deep structural problems with the modern corporation is hogwash.
There will always be too much to do, even if everyone worked on the urgent stuff 100% of the time. As such, taking some time every week to work on the stuff you think is important-but-not-urgent isn't going to change that.
Comments
Great idea in principle. In practice there's always too much to do to respect this in a lot of places, even where it's nominally part of operating policy.
In practice there's always too much to do to respect this in a lot of places, even where it's nominally part of operating policy.
That's not the problem. Most companies operate at about 30 to 40 percent efficiency. That's not to say that most workers could achieve as much working 2/5 as much, because a lot of the inefficiency is structural and intrinsic, but the idea that long hours and high managerial demands come from "too much to do" rather than deep structural problems with the modern corporation is hogwash.
There will always be too much to do, even if everyone worked on the urgent stuff 100% of the time. As such, taking some time every week to work on the stuff you think is important-but-not-urgent isn't going to change that.
That's my thinking, anyway.