Parkinson’s Law famously stated that work expands to fill the time available. That is why we say “If you want something doing, give it to a busy person.” Non-busy people make themselves look busy by expanding the work to fill their available time. Busy people fit the work into their available resources, condensing the time
I was musing about robots recently - as one does ... and started thinking about the sociology of such devices. Humans in a work situation can be excellent performers as individuals but the real performance gains come when humans are organised into cooperative and collaborative teams. Will the same be true for robots? The answer
I read a piece the other day on the use of productivity measures for academic staff. The measures were all about output quantity (presumably with the proviso that papers wouldn’t be published if they didn’t meet quality criteria). However what matters is not quantity of output or quality of output but the impact of that
Artificial Intelligence is said to be set to revolutionise many sectors. Is this a force for productivity gains or just a threat to jobs? Well, as the Australian Productivity Commission said recently, technology has over time created many more jobs than it has replaced. But like Moore’s law, most technology trends eventually come to a
Modern workplaces seem antagonistic to efficient working and productivity. They are noisy, stressful, full of constant chatter. constant interruptions from telephones, streams of emails and so on. Perhaps its time to turn the clock back. Get rid of some of the technology. Start to think about the workers, not the kit. We know that productivity
Most of us try to organise our working day to maximise performance and efficiency. Yet for many of us that day can be ruined before it really starts. If we rise and start worrying about what we should wear (which tie?) and then have a stressful commute, we have drained some of our precious potential
If you want the real secret to productivity development, it is ... Well, the most important factor is to always, always remember rule number 7 - train and develop your staff, and treat them well. They really are your most important resource - the source of your innovation, your improvement, your quality. What about rules
We all know he importance of backing up the work we do on computer - even if we don't always practise what we know we should. We also know we should have some form of backup service for the primary services and technologies we use - this can be expensive however, to maintain services we
When giving talks to people about productivity, I often express my amazement - and my worry - that governments spend a lot of time working on the wrong things. For example, in the UK at the current time, Brexit has been dominating the time of Parliament and the Cabinet. Brexit is important- but it doesn't
I read a piece the other day on the use of productivity measures for academic staff. The measures were all about output quantity (presumably with the proviso that papers wouldn’t be published if they didn’t meet quality criteria). However what matters is not quantity of output or quality of output but the impact of that