【読書ログ】Slow Productivity【働き方のアプデを決意した本】
働き方のアプデを決意しました。下記のとおり。
- 1日の最大タスク量は「自分のキャパの20〜50％」にする。人間は知能労働の見積もりが下手なので、これが最適な基準 [1]。
- Pull型のタスク管理を導入する。タスクを貯めておき、余裕が生まれたら優先度の高い仕事をPullする [2]。
- 週3日労働を継続し、さらに年間に2ヶ月は休む。世界的に「週4日労働」の流れがありアウトプットが改善されている。自分の場合は普段から考えすぎのタイプなので、週3日労働にした。労働以外の時間を「遊ぶ、読書する、新しい知識を学ぶ」に投下する。※さらに「フリーランス向けの夏休み企画」もやりたいと思った。補足：Basecamp社は「6週間の集中労働 → 2週間休憩」を繰り返している [3]。
- 自分に期待されていない仕事はやらない。僕の場合はマーケティングや発信、ビジネス設計など。細かいコミュニケーションは放棄する。ここは得意じゃない [4]。
- 散歩では、新しい音楽と共に、なるべく新しい道を歩く。すると道に意識がいくので脳は休まる。犬と一緒も良さそう [5]。
なぜ、働き方を改革するのか？ AIが出てきて、文字生成の速度が上がりました。過去と同じ量をインプットしようとすると厳しい時代。
そして最近は「頭の稼働速度」が落ちている感覚があった。世界の速度は上がったけど、僕は諦めつつマイペースに生きてることにします。
» Slow Productivity (Cal Newport)ハイライトした箇所
leverage this success to gain more freedom instead of more revenue.,
this growing anti-productivity sentiment wasn't confined only to my readers. Between the spring of 2020 and the summer of 2021, a period spanning less than a year and a half, at least four major books were published that took direct aim at popular notions of productivity. These included Celeste Head-lee's Do Nothing, Anne Helen Petersen's Can't Even, Devon Price's Laziness Does Not Exist, and Oliver Burkeman's delightfully sardonic Four Thousand Weeks →生産性だけを上げ続ける時代は終わりつつある
SLOW PRODUCTIVITY A philosophy for organizing knowledge work efforts in a sustainable and meaningful manner, based on the follow ing three principles: 1) Do fewer things. 2) Work at a natural pace. 3) Obsess over quality.
when this option is combined with low-friction communication tools and portable computing, the result is the ever-amplifying cycle of activity that pushes us, as Myra so aptly described, toward simply working a lot →スマホ × チャット連絡によって意思疎通が迅速になり、労働量が肥大化した
[3] four-day workweek. In February 2023, the UK released the results of a large-scale pilot study that followed more than sixty companies that experimented with a reduced schedule. As the BBC reported, the results were "overwhelming positive,"
[3] To work without change or rest all year would have seemed unusual to most of our ancestors.
[4] "I no longer do work that is not compensated and clearly expected as part of my job."
[2] An engineer could only pull in new work if they had sufficient spare capacity,
forty to fifty percent of daylight hours at leisure →1日に10時間の活動として、働けるのは5時間くらい
There will be days, in other words, where you have to go from one meeting to another, again and again, because you're trying to finalize an important deal,
[1] reducing whatever task list you come up with for a given day by somewhere between 25 and 50 percent
[5] Mead described how Miranda would take long, aimless walks with his dog through the streets of New York City, listening to backing music for a new song on a loop in his headphones, waiting for melodic inspiration to strike,
you don't volunteer for extra work, actually shut down at five o'clock, be comfortable saying no, and dilute an expectation of being constantly accessible over email and chat. As numerous quiet quitters report, these little changes can make a big difference on the psychological impact of your workload.
[3] What if, for example, you decided to quiet quit a single season each year: maybe July and August, or that distracted period between Thanksgiving and the New Year? You wouldn't make a big deal about this decision. You would just, for lack of a better word, quietly implement it before returning without fanfare to a more normal pace.
entering a movie theater on a weekday afternoon that resets your mind. The context is so novel-_"most people are at work right now!" that it shakes you loose from your standard state of anxious reactivity,
[3] Each such cycle lasts from six to eight weeks. During those weeks, teams focus on clear and urgent goals. Crucially, each cycle is then followed by a two-week "cooldown" period in which employees can recharge while fixing small issues and deciding what to tackle next. "It's sometimes tempting to simply extend the cycles into the cooldown period to fit in more work, explains the Basecamp employee handbook. "But the goal is to resist this temptation."
she didn't cost the record label much money to support, they didn't drop her. This allowed Jewel to focus her energy on building a fan base through touring, which she began to do at a relentless clip, taking on what she described as "tremendous workload."