We all work very hard in our jobs, right? Looking for ways to be more efficient and productive. Well, perhaps not all of us. Or perhaps not all the time.
The art of not working at work
Most work sociologists tend toward the view that non-work at work is a marginal, if not negligible, phenomenon. What all statistics point towards is a general intensification of work with more and more burnouts and other stress syndromes troubling us. Yet there are more-detailed surveys reporting that the average time spent on private activities at work is between 1.5 and three hours a day.
Even if the percentage of workers who claim they are working at the pinnacle of their capacity all the time is slowly increasing, the majority still remains unaffected. In fact, the proportion of people who say they never work hard has long been far greater than those who say they always do. The articles and books about the stressed-out fraction of humanity can be counted in the thousands, but why has so little been written about this opposite extreme?
It’s an interesting article, but I wonder if it really applies here in the UK. Take this paragraph, for example.
Many would say that the underworked should talk to their bosses, but that doesn’t always help. I spoke with a Swedish bank clerk who said he was only doing 15 minutes’ worth of work a day. He asked his manager for more responsibilities, to no avail, then told his boss of his idleness. Did he get more to do? Barely. When I spoke with him, he was working three-hour days—there were laws that barred any workday shorter than that—and his intervention only added another 15 minutes to his workload.
In this austerity-stricken land would the equivalent worker, who admits to only doing 15 minutes’ work a day, still have a job after admitting that? They’re admitting their post is superfluous and are asking to be dismissed, surely.
I’m finding these kinds of articles about people moaning about their e-mail more and more annoying.
Unanswered emails were the bane of my life – until I spent a month in search of inbox nirvana
I renegotiate the terms of this week (with myself) and instead resolve never to check emails on my phone. This is because, as Gomes tells me, it is a “really, really stupid” thing to do. He describes a crushingly familiar scenario: you skim through emails on your phone, and half-read one that stresses you out. You can’t read it properly because it’s on a small screen which is “psychologically frustrating”, and you can’t reply because you get distracted – you so half-read it three times, growing more and more anxious, before you finally sit down at your computer, and realise it wasn’t as bad as you thought.
To prevent myself from checking my email on my iPhone’s browser, I move the Safari icon so that it is nine swipes away. It works. I feel simultaneously triumphant and riddled with self-loathing.
Yes, some people get more e-mail than others. And yes, it’s taking up more of our time than it used to. But no, it’s not an interruption from your work, dealing with e-mail is a part of your work now. And has been for, what, 20 years? There’s so much advice out there on how to work smarter with e-mail – filters and rules, labels and folders, even declaring e-mail bankruptcy now and then. Whatever works for you. Just get on with it.
The triumph of email: Why does one of the world’s most reviled technologies keep winning?
“Email has evolved into a weird medium of communication where the best thing you can do is destroy it quickly, as if every email were a rabid bat attacking your face,” Paul Ford wrote last year. “Yet even the tragically email-burdened still have a weird love for this particular rabid, face-attacking bat.
I think it’s time for a backlash against inane, obvious productivity advice, and this article from the Guardian feels like a good start.
Overwhelmed? 10 ways to feel less busy
#8 Slow down, however wrong that feels. The last thing you want to hear, when you’re drowning in to-dos, is that cultivating patience might be part of the solution. But our urgency-addicted culture is at the core of the busyness problem, according to the addiction researcher Stephanie Brown. We’re convinced that with just a bit more speed we could stay in control – and so we grow unwilling to tolerate the discomfort of slowing down. When you’re already on this urgency treadmill, it can feel excruciating to attempt to slow down – but you may end up getting more done if you try. Experiment with doing nothing at all for 10 minutes between tasks: the harder that feels, the more you may need it.
If Google and MS Exchange were to implement this, it really would shift our relationship with e-mail into a much more mature and intelligent place. We’ve had e-mail for ages now, we really should have moved on more than we have.
Seven email problems – one solution, I think
You can have your inbox set to destroy email after a certain time period. The sender is alerted to the fact that their email will be destroyed after xxx number of days, so if no response has been received in that time, assume email bankruptcy on behalf of the receiver, and use a different method to communicate your demands/thanks/wishes/offers.
You can also send time limited email – if the receiver has not read the email by a certain date, it becomes irrelevant or too late, and so the email is deleted, so that saves the issue of protracted apologetic comms that are dull for everyone involved. You could set this email to alert you when it is deleted unread, just so you know, in case you want to pursue the issue on a different medium.
How to apply Kanban thinking at work
At day’s end, review which tasks are in the “Done” column. “If you’ve only finished green tasks, ask yourself: ‘Are those my highest-value tasks? Why am I completing some and not others?’,” says Benson. “Try to identify patterns. That way you can hypothesise solutions, enact them, and test them against the board. The kanban should always be helping you improve.”
Might give this a go. I’ve got lists coming out of my ears, but I’ve been struggling with visualising my overall position on all these projects I’m responsible for.
Key features of Kaizen include:
I was trying to remember the name of this technique when talking about change management with a colleague earlier. I like the idea of everyone being on the look-out, in an energetic, proactive way, for ways of improving how they do things — and I guess the first step in that might be to encourage people to moan about their jobs, to identify the parts of the process that feel unwieldy, unnecessary, over-complex — but I’m wondering if it’s not just change on the cheap, as those bulletpoints above from Wikipedia might imply.
I’m always wary of personal productivity blogs. I love the topic but they become just another thing to read when I should be working. But WorkSmart seems different, like it might actually be useful.
"But what about the people working behind those services, who are having to use systems which aren’t quite so delightfully designed with the user in mind? The systems and processes we are all engaged with on a daily basis when we are at work often suck, and make our jobs a lot harder than they need to be."