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Everything on your lists and in your stacks is either attractive or repulsive to you – there’s no neutral ground when it comes to your stuff.

Productivity will improve only when individuals increase their operational responsiveness. And in knowledge work, that means clarifying actions on the front end instead of the back.

…deciding on and taking real next actions – actually moving on something in the physical world – is the essence of productivity.

Providing yourself the right cues, which you will notices at the right time, about the right things, is a core practice of stress-free productivity.

The financial cost of having an unhealthy organization is undeniable: wasted resources and time, decreased productivity, increased employee turnover, and customer attrition.

Differentiating workflows and work execution is crucial if we’re going to continue to improve knowledge sector productivity.

Producing software is not like producing cars: it’s hard to accurately estimate how long different steps will take or what problems might arise.

The Protocol Principle: Designing rules that optimize when and how coordination occurs in the workplace is a pain in the short term but can result in significantly more productive operation in the long term.

There’s great advantage for those organizations willing to end the reign of unstructured workflow and replace it with something designed from scratch with the specific goal of maximizing value production and employee satisfaction.

When you allow specialists to work with more focus, they produce more, and this extra value can more than compensate for the cost of maintaining dedicated support.