The 4 Day Work Week?

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

I’m going to put my geek job guru hat on for this column and discuss the idea of the four-day workweek. I’m sure we’ve all heard about Iceland’s experiments in such an arrangement. I want to go into how it’s possible to do so with little interruption – but there’s something else to address first.

Namely, a lot of current working arrangements are awful. People are underpaid, abused, work in bad conditions, etc. We must fix these things, and we must have a robust social safety net. Also, a four-day workweek would be good for mental health, period.

With that out of the way, let me explain why I think a four-day workweek is possible for many jobs. I believe that people can be just as productive, with some exceptions. I also don’t care about the exceptions because I think a four-day workweek is a good idea.

But, anyway, a four-day workweek is possible because many businesses and organizations burn a lot of time on useless stuff. Imagine if organizations worked to do things better and that saved time meant less time on the job?

FIXING MISTAKES IS A PART OF TOO MANY JOBS: And I’m not talking QA or editing, but fixing mistakes that should be rare. People burn cycles going over poorly filled-out forms, bridging gaps that shouldn’t exist, and so on. Ever know someone whose job boils down to “talk to people who don’t talk to anyone else?”

TOO MANY BUSINESS PROCESSES ARE TERRIBLE: The reason so much goes wrong is many business processes are awful. Endless forms with no guiding documents and poorly implemented reports suck up time. Many people waste time doing things that don’t work very well as no one wants to fix them.

MEETINGS: Somehow, in the last two decades, meetings got even further out of control. I suspect technology has made it even easier to schedule time-wasters – meetings with no point or where only a few people are needed. What if we, you know, had less?

USELESS TOOLS:  I remember being excited about business tools – programs, spreadsheets, etc. However, they may not solve problems and can even create more if they’re not the right ones. How many times did you give up on something and use Excel (the duct tape of tools).

NO IMPROVEMENT: Agile has taught me how to focus on improvement. However, a lot of businesses don’t seem to want to improve by, you know, improving. THere’s not much bottom-up feedback (like Agile) but plenty of consultants ready to take your money. In the end, it seems not enough changes anyway.

LACK OF TRANSPARENCY: I have heard this since . . . forever. It’s hard to know what’s going on in any large organization. This may not be nefarious – sometimes miscommunication happens. But when you don’t know what’s going on, you can’t plan.

BURNOUT:  All of the above leads to more people burning out. Burnout leads to failure, resignation, inefficiency, etc. If you had fewer of these problems, you’d have less burnout. Burnout makes bad things worse.

I firmly believe if organizations committed to a four-day workweek, many could make it happen by making things run better.

For fun, spend a week or two and ask yourself what tasks could be more efficient – or removed altogether. The answer . . . well, it won’t surprise you.

Steven Savage

Steve’s Update 7/11/2021

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

So where are my projects?

Giveaways – Whew, I have quite a few – which includes giveaways for my books and others! Lots of free stuff!

Yeah, I kinda went far.

A School of Many Futures final edit is on to the second prereader feedback. Then it’s on to some content review, style tightening, grammar check, and then publishing! August looks good for the ebook!

Agile Books: My next big project will be on Agile and Writing – from a mindset point of view. There will be some techniques, but mostly ones to help think about writing more effectively.

The Way With Worlds series is on hold yet not. No new books until November – but I plan to start redoing covers and some content in September or so. I’ve got 18 books to update . . .

The Seventh Sanctum rewrite continues to target the “weird” generators. However, I am taking some time to map out my code more so it’s easier to add the final set of features. The good news is the code I wrote supports even the “oddball” generators much better as it’s more adaptable.

Steven Savage

It All Falls Apart In The End

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

We’ve all experienced a time when things fall apart. Ancient software gives up the ghost after a harmless update. A roadway collapses despite people knowing it needed work. Larger disasters, such as the pandemic, confound us as things are just falling apart.

Why is it that the infrastructure of our lives goes to hell, even when we know it’s coming? Even when we made some effort to fix them?

I have a theory because of my work in IT, my interest in infrastructure, and my career in planning. Simply, we kick problems down the road until they accumulate, and many happen all at once.

Allow me to explain.

Imagine there’s a problem – a decaying road, an aging piece of software, an outdated government policy. The best idea would be to fix it, and maybe even make it better (aka “ruggedization). That is the best thing to do- but we don’t.

What we do is we partially fix things and kick a lot of the work down the road. We patch that concrete, we tweak the database connector, we throw in a new form and that’s it. The heavy lifting, the replacement, the reorg or whatever can come later.

Of course, when it’s time to do the real work, we kick it down the road a little more. No one wants to vote for that tax increase, no one wants to tell the boss how much that new software will cost. A half-baked attempt is made, and then we wait.

Because we’re not really fixing a problem, breakdowns come faster and faster. Software crashes more and more. Delivery lines snarl and fail yearly instead of every year or two. But we keep delaying a fix.

But it gets worse, because if you’re trying to avoid fixing one problem, you’re probably avoiding others. All those problems you don’t return, and they keep coming faster as well. Eventually, a lot goes wrong at once, and everything goes to hell.

In short, if you keep delaying addressing problems – be it software or infrastructure – the problems keep coming back all the faster until things break.

You’re probably nodding at this. We’ve all worked on that project or dealt that government official or were in that building we suddenly had to leave.  

A lot of what’s wrong in the word is the bill coming due – social meltdown, economic difference, bad infrastructure, the climate. We’re going to need to buckle down and fix things if we want a decent future.

Steven Savage