In software development, for example, it’s widely accepted that programmers are most effective when they work on one feature at a time, focussing in a distraction-free sprint until done. It’s conceivable that other knowledge fields might enjoy similar productivity boosts from more intentional assignments of effort. What if you began each morning with a status meeting in which your team confronts its task board? A plan could then be made about which handful of things each person would tackle that day. Instead of individuals feeling besieged and resentful—about the additional tasks that similarly overwhelmed colleagues are flinging their way—they could execute a collaborative plan designed to benefit everyone.
I think the biggest challenge with this is as much about mindset as it is about process. It is interesting to consider this alongside discussions around distributed leadership.
Another interesting piece Oliver. I always cringe when people are asked in meetings to provide an estimate about how long something will take or how much time they have spent on a particular task. I always feel like we over / under estimate such situations, especially if there is not a requirement to bill the hours.
Working in a role where I wear multiple hats, support, development and testing I really struggle to keep track of where my time goes. I wonder if the challenge is not only being aware, but also being in control of your time? I think this goes for both home and work.
I’ve read things like Cal Newport’s piece on getting things done and tried things like batching emails and responses. The problem I have every time I try such strategies is to get others onboard.
I am left with a question, how much of time is a shared resource? As you suggest, maybe I need to have a go a logging my hours.
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