The Rise and Fall of Getting Things Done
Cal Newport, author of Deep Work, writing in The New Yorker:
It seems likely that any successful effort to reform professional life must start by making it easier to figure out who is working on what, and how it’s going. Because so much of our effort in the office now unfolds in rapid exchanges of digital messages, it’s convenient to allow our in-boxes to become an informal repository for everything we need to get done. This strategy, however, obscures many of the worst aspects of overload culture. When I don’t know how much is currently on your plate, it’s easy for me to add one more thing. When I cannot see what my team is up to, I can allow accidental inequities to arise, in which the willing end up overloaded and the unwilling remain happily unbothered.
That last line—the willing end up overloaded and the unwilling remain happily unbothered—really resonates with me.