Limiting whip is a theory of constraints in a manufacturing setting problem that originates from fluid dynamics. When you have too many things in progress there are costs that come with that like switching costs mentally and not being able to keep track of everything. The fewer the projects, the better right so I think that has been the the principle yeah. You can do one project at a time for 10 months and get them done or you can do one at a time and it's higher quality which do you think even at the end of 10 months your level of delivery is probably a lot lower than if you had just crushed every single thing today.
Where do our systems for organization and prioritization come from? How do we build discipline around new workflows? When and how do we learn how to work? And what happens when our systems have to gel with others’?
Answers to these questions vary from person to person—and they should. Because when it comes to managing our time and tasks, it’s worth challenging “best” practices.
In this episode of Brave New Work, Aaron Dignan and Rodney Evans unpack their own relationships to productivity and productivity culture, exploring:
- What people-positive and complexity-conscious workflows can look like
- The difference between work that’s important and work that’s urgent
- Why tools should fit the shape of your work and not the other way around
- The connection between the techniques you use and the tensions you feel
- The big costs that come with having too much work in progress
- Why thinking about what you do and how you do it is a critical use of your time