I’ve been saying for as long as anyone will listen to me that I can do a maximum of four hours high-quality knowledge work per day. Add on some time for emails and ‘sync’ meetings, and five seems about right.
The difficulty, of course, is the financial side of things. If you’re employed, will your employer pay you the same amount for working fewer hours? (even if productivity increases). And if you’re self-employed, will clients sign-off contracts that stipulate five-hour days?
The eight-hour working day is a relatively new concept, widely accepted to have been cemented by Ford Motor Company a century ago as a means of keeping production going 24 hours a day without putting undue demands on individual members of staff. Ford’s experiment led to an increase in overall productivity; but proponents of five-hour days, including Californian ecommerce business Tower Paddle Boards and German digital consultancy Rheingans, say they experienced a similar phenomenon when they moved to compressed-hour models.
Like Corcoran, Tower CEO Stephan Aarstol says he was startled by the results when the business adopted a five-hour working day in 2015. Staff worked from 8am to 1pm with no breaks and, because employees became so focused on maximising output in order to have the afternoons to themselves, turnover increased by 50 per cent.
The article with the above embedded video is from five years ago, but someone shared it on my Twitter timeline and it reminded me of something. When I taught my History students about the Industrial Revolution it blew their minds that different parts of the country could be, effectively, on different ‘timezones’ until the dawn of the railways.
It just goes to show how true it is that first we shape our tools, and then they shape us.
“Uncertainty is one of the biggest elements that contributes to our experience of stress,” said Lynn Bufka, the senior director of Practice, Research, and Policy at the American Psychological Association. “Part of what we try to do to function in our society is to have some structure, some predictability. When we have those kinds of things, life feels more manageable, because you don’t have to put the energy into figuring those things out.”
Emily Baron Cadloff (VICE)
A short but useful article on why despite having grand plans, it’s difficult to get anything done in our current situation. We can’t even plan holidays at the moment.
The industrialized world is so full of human faces, like in ads, that we forget that it’s just ink, or pixels on a computer screen. Every time our ancestors saw something that looked like a human face, it probably was one. As a result, we didn’t evolve to distinguish reality from representation. The same perceptual machinery interprets both.
Jim Davies (Nautilus)
A useful reminder that our brain contains several systems, some of which are paleolithic.
The Wright Flier could only go 200 meters, and the Rocket Belt could only fly for 21 seconds. But the Flier was a breakthrough of principle. There was no reason why it couldn’t get much better, very quickly, and Blériot flew across the English Channel just six years later. There was a very clear and obvious path to make it better. Conversely, the Rocket Belt flew for 21 seconds because it used almost a litre of fuel per second – to fly like this for half a hour you’d need almost two tonnes of fuel, and you can’t carry that on your back. There was no roadmap to make it better without changing the laws of physics. We don’t just know that now – we knew it in 1962.
A useful post about figuring out whether something will happen or be successful. The question is “what would have to change?”
The case went to court after the woman refused to delete photographs of her grandchildren which she had posted on social media. The mother of the children had asked several times for the pictures to be deleted.
The GDPR does not apply to the “purely personal” or “household” processing of data. However, that exemption did not apply because posting photographs on social media made them available to a wider audience, the ruling said.
“With Facebook, it cannot be ruled out that placed photos may be distributed and may end up in the hands of third parties,” it said.
The woman must remove the photos or pay a fine of €50 (£45) for every day that she fails to comply with the order, up to a maximum fine of €1,000.
I think this is entirely reasonable, and I’m hoping we’ll see more of this until people stop thinking they can sharing the personally identifiable information of others whenever and however they like.
– Environment (E) – are the reasons its not happening outside of the control of the people you identified in Step 1? Do they have the resources, the tools, the funding? Do their normal objectives mean that they have to prioritise other things? Does the prevailing organisational culture work against achieving the goals?
– Skills (S) – Are they aware of the tasks they need to do and enabled to do them?
– Knowledge (K) – is the knowledge they need available to them? It could either be information they have to carry around in their heads, or just be available in a place they know about.
– Motivation (Mo) – Do they have the will to carry it out?
The last three (S,K, Mo) work a little bit like the fire triangle from that online fire safety training you probably had to do this year. All three need to be present for new practice to happen and to be sustainable.
Chris Thomson (Jisc)
In this post, Chris Thomson, who I used to work with at Jisc, challenges the notion that training is about getting people to do what you want. Instead, this ESKiMO approach asks why they’re not already doing it.
Within Scrum, estimates have a primary purpose – to figure out how much work the team can accomplish in a given sprint. If I were to grant that Sprints were a good idea (which I obviously don’t believe) then the description of estimates in the official Scrum guide wouldn’t be a problem.
The problem is that estimates in practice are a bastardization of reality. The Scrum guide is vague on the topic so managers take matters into their own hands.
Lane Wagner (Qvault)
I’m a product manager, and I find it incredible that people assume that ‘agile’ is the same as ‘Scrum’. If you’re trying to shoehorn the work you do into a development process then, to my mind, you’re doing it wrong.
As with the example below, it’s all about something that works for your particular context, while bearing in mind the principles of the agile manifesto.
The downside of all those nice methods and tools is that you have to apply them, which can be of course, postponed as well. Thus, the most important step is to integrate your tool or todo list in your daily routine. Whenever you finish a task, or you’re thinking what to do next, the focus should be on your list. For example, I figured out that I always click on one link in my browser favourites (a news website) or an app on my mobile phone (my email app). Sometimes I clicked hundred times a day, even though, knowing that there can’t be any new emails, as I checked one minute ago. Maybe you also developed such a “useless” habit which should be broken or at least used for something good. So I just replaced the app on my mobile and the link in my browser with my Remember The Milk app which shows me the tasks I have to do today. If you have just a paper-based solution it might be more difficult but try to integrate it in your daily routines, and keep it always in reach. After finishing a task, you should tick it in your system, which also forces you to have a look at the task list again.
Some useful pointers in this post, especially at the end about developing and refining your own system that depends on your current context.
The focus should be on the insistence of excellence, both from yourself and from those around you. The wisdom from experience. The work ethic. The drive. The dedication. The sacrifice. Jordan hits on all of those. And he even implies that not everyone needed the “tough love” to push them. But that’s glossed over for the more powerful mantra. Still, it doesn’t change the fact that not only are there other ways to tease such greatness out of people — different people require different methods.
M.G. Siegler (500ish)
I like basketball, and my son plays, but I haven’t yet seen the documentary mentioned in this post. The author discusses Michael Jordan stating that “Winning has a price. And leadership has a price.” However, he suggests that this isn’t the only way to get to excellence, and I would agree.
Once you remove the specific details from the lives of the ancients, their lives were remarkably like ours. Take today’s title, for example, which is a quotation from Seneca. He knew what it was like to be so busy doing ‘productive’ things to the exclusion of almost everything else.
My good friend Laura Hilliger wears her heart on her sleeve, and is the most no-nonsense person I know. By observing the way she lives and works, I’m learning to set limits and say exactly what I think:
The thing is that western society, implicitly at least, assumes that people are ‘fixed’ in terms of their personality and likes. But that’s just the way that we choose to see ourselves:
I feel that the biggest thing that constrains us is our view of how we think other people see us. That perceived expectation becomes internalised, creating a ‘psychic prison’ which becomes an extremely limited playground. For better or for worse, we perform the role of how we think other people have come to see us.
One way many people find to avoid responsibility for their life choices is to play the ‘busy’ card. They’re too busy to make good decisions, to look after their mental and physical health, to ensure that they’re doing your best work.
The trouble is, that’s simply not true. We’ve got more free time than our parents and grandparents:
As the above chart demonstrates, it’s not true that we actually work more hours. Instead, I think, it’s that we’re so concerned about how other people see us that we spend time doing things that feel like work but are mostly to do with presentation of self. Hence the amount of time spent on social networks like Instagram trying to create the highlights reel of our lives to show others.
One way of viewing this is that we’ve collectively internalised capitalism. The logic of the market has become as invisible to us as an ideology as water is to fish. In fact, some people say it’s easier to imagine the end of the world than the end of capitalism!
Of course, it’s become something of a cliché in our pseudo-enlightened times to talk of capitalism as the meta-problem behind everything. But that doesn’t make it any less true.
When we act as if we’re in a rush, things aren’t properly scrutinised. Yesterday’s news (and opinions, and facts) don’t matter. It’s all about today. Our politicians have no shame, and ethics are entirely subjective.
Our identity is mediated by the market, by what we produce instead of who we are. I keep coming back to a fantastic episode of Jocelyn K. Glei’s Hurry Slowly podcast entitled Who Are You Without The Doing? in which she explains that we should learn to ‘sit with ourselves’, learning that change comes from within:
You have to completely conquer the feeling that there is something fundamentally wrong with your human nature, and that therefore you need discipline to correct your behavior. As long as you feel the discipline comes from the outside, there is still a feeling that something is lacking in you.
Jocelyn K. Glei
Derek Sivers uses the metaphor of ‘doors’ to explain where he finds value and wants to spend time doing. Some doors he opens and it helps him grow as a person and fosters positive relationships.
But one door is really no fun to open. I’m horrified at all the shouting, the second I open it. It’s an infinite dark room filled with psychologically tortured people, trying to get attention. Strangers screaming at strangers, starting fights. Businesses set up shop there, showing who’s said and done bad things today, because they make money when people get mad.
We keep wringing our hands about people’s behaviour online, but it’s that way for a reason. Hate is profitable for social networks:
Massive platforms like Facebook, Twitter, and YouTube “optimize for engagement,” and make automatic, algorithmic suggestions for every bit of content or action. From “you might also like” to “recommended just for you” to prioritizing things — anything — that will get you to click, comment, or share.
They know what will catch your attention. They know what will get you “engaged.” They know what will be more likely to lead you deeper into a rabbit hole, and what will make it harder to climb back out. Is it a literal, iron-clad trap? No. But the slippery, spiral path that leads people to the darkest corners of the internet is not an accident.
Hate is profitable. Conflict is profitable. Schadenfreude and shame are profitable. While we smugly point fingers, tsk-tsk, and think we’re being clever as we strategically dole out likes and shares, we forget that we are all just gruel-fed hamsters running on wheels deep inside giant, hyper-engineered, artificially intelligent, fully gamified, corporate-controlled virtual worlds that we absurdly think belong to us.
This all comes back to the time equation. Because we feel like we don’t have enough time to curate things ourselves, we outsource that to others. That ends up with handing our information environments over to others to manipulate and control. It’s curate or be curated.
Nobody cares about how much money you earn. Nobody cares how productive you are. Not really.
Also, without sounding harsh, nobody else cares how productive you are. Of course, productivity is important for important things, and “getting stuff done” or whatever, but it doesn’t define you in any way. What does is things like your sense of humour, where your passions lie, how you comfort a friend who’s upset, and that weird noise you make when the delivery guy calls you to say he’s outside with your food.
The trouble is that we don’t want to have this conversation, because it questions our identity, and everything we’ve been working for over our careers and throughout our lives:
But we don’t want to hear that because accepting this truth means asking a lot of complicated questions about our society, in which work is glorified as the pinnacle of self-expression, and personal earnings are viewed as a measure of merit and esteem.
Instead, we would instead read about buy into the idea that success in our work life is a merely a matter of being more productive. If you just follow the ‘right’ set of algorithms or rules, you too can achieve ‘success’ in your work life, along with fame and recognition and a fat bank account.
So, to finish, let me revisit a link I shared recently from Jason Hickel. We can choose to live differently, to recognise the abundance of time and resources we have in the world. To slow down, to take stock, and reject economic growth as in any way a useful indicator of human flourishing:
It doesn’t have to be this way. We can call a halt to the madness – throw a wrench in the juggernaut. By de-enclosing social goods and restoring the commons, we can ensure that people are able to access the things that they need to live a good life without having to generate piles of income in order to do so, and without feeding the never-ending growth machine. “Private riches” may shrink, as Lauderdale pointed out, but public wealth will increase.
It doesn’t have to be difficult. We can just, as Dan Lyons mentions in his book Lab Rats, decide to work on things that ‘close the gap’ or ‘increase the gap’. What that means to you, in your context, is a different matter.