Chapter 15 | Chapter 16 | Chapter 17 | Chapter 18 | Chapter 19 | Chapter 20 | Chapter 21 | Chapter 22 | Chapter 23 | Chapter 24 | Chapter 25 | Chapter 26 | Chapter 27 | Chapter 28 | Chapter 29

One can waste years this way, systematically postponing precisely the things one cares about the most. What’s needed instead in such situations, I gradually came to understand, is a kind of anti-skill: not the counterproductive strategy of trying to make yourself more efficient, but rather a willingness to resist such urges – to learn to stay with
... See moreOliver Burkeman • Four Thousand Weeks
The first principle of slow productivity provides what is ostensibly professional advice. Working on fewer things can paradoxically produce more value in the long term: overload generates an untenable quantity of nonproductive overhead.
Cal Newport • Slow Productivity: The Lost Art of Accomplishment Without Burnout
Once you stop believing that it might somehow be possible to avoid hard choices about time, it gets easier to make better ones. You begin to grasp that when there’s too much to do, and there always will be, the only route to psychological freedom is to let go of the limit-denying fantasy of getting it all done and instead to focus on doing a few th
... See moreOliver Burkeman • Four Thousand Weeks: Time Management for Mortals
found myself effortlessly breaking down my projects into manageable chunks, a strategy I’d long agreed with in theory but never properly implemented. Now it became the intuitive thing to do: it was clear that if I nominated ‘write book’ or ‘move house’ as one of my three tasks in progress, it would clog up the system for months, so I was naturally
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