Cal Newport

that we could take an entire day off the table with no other preparation and the valuable stuff being produced doesn't change.

This tells us that like whatever we're doing while we're sitting here in work is not just sitting down and trying to produce value.

We're clearly have all sorts of other sorts of distractions going on, context switching, time that's being devoured, Parkinson's laws at play.

Work must be broke.

To me, that was the more important observation is that like, if you can take away a day and nothing changes, then I don't think we're doing in the office what we think we're doing in the office.

Well, we are meant to do, like what would be the ideal workday?

in an office environment, it would actually match the human brain.

It would probably be you come in, you work on something hard for a while.

Like that's what you do in the morning.

You have lunch and then you like catch up with,

have some meetings, talk to some people, hey, what's going on, and do some tasks, and that's your day.

That's basically what we can do, like two things.

One big burst of like, let me focus on something hard, and then we can kind of come down the mountain after that with, let me chat with people, what's going on, some decisions need to be made or whatever.

That's probably about optimal.

Instead, we juggle a dozen to two dozen tasks that all have their own demands, they all have their own communication needs.

This is why the Microsoft data shows, oh, the work happens faster

Saturday and Sunday morning.

It is really hard.

You can't go from, and meetings are very hard as well.

We think like, oh, I'm not actually doing work during meetings.