느린 생산성: 번아웃 없이 양질의 업무 달성

### 느린 생산성: 더 적은 작업으로 더 많은 성과 달성
* 📉 지식 부문에서는 결과보다는 **눈에 보이는 활동**을 기준으로 하는 잘못된 생산성 모델을 채택하여 **번아웃과 효율성 저하**로 이어졌습니다.
* 🔍 느린 생산성은 집중력과 업무의 질을 높이기 위해 **한 번에 더 적은 일을 하는 데 중점**을 둡니다.
* 📅 바쁜 계절과 덜 바쁜 계절에 따라 자연스러운 속도로 일하는 것은 **지속 가능한 생산성**을 위해 필수적입니다.
* 🎯 품질에 집착한다는 것은 **가치가 높은 작업을 식별**하고 성과를 개선하기 위한 도구에 투자하는 것을 포함합니다.
* 💼 "중요한 일을 마무리하는 속도가 빨라질 것입니다. **생산물의 품질이 향상**되고 **행복감도 높아질 것**입니다."
* 📚 " 저는 세 가지 주요 원칙을 기반으로 구축한다고 정의합니다. **첫 번째는 일을 적게 하는 것**입니다. **두 번째는 자연스러운 속도로 일하는 것**입니다. **세 번째는 품질에 집착하는 것**입니다.

컴퓨터 과학자이자 작가인 칼 뉴포트는 지식 업무의 번아웃에 대한 해결책으로 느린 생산성을 옹호하며 품질, 집중력, 자연스러운 속도를 강조합니다.

We're increasingly facing burnout. How is it 
possible to do work that you're proud of and not feel like your job is encroaching on all 
parts of your life? Because it's no longer you just see me in my office looking vaguely busy. 
You can actually see every email I'm sending and how active I am in a Slack chat. I could do this 
on the way to work, on the way home from work, at home, on the weekends. Enough is enough. 
We're increasingly exhausted. We have a faulty definition of productivity that 
we've been following, and what we need to do instead is shift our focus onto outcomes.
I'm Cal Newport. I'm a computer scientist and writer. My most recent book is Slow Productivity: 
The Lost Art of Accomplishment Without Burnout.
So the knowledge sector emerges in the 
mid-twentieth century. When it emerges,

our best understanding of productivity 
came from manufacturing. Manufacturing,   this is something that we could measure very 
precisely. For example, how many Model Ts are   we producing per labor hour going in as input? 
And we had a number we could look at. Knowledge   work emerges. These type of metrics don't work 
anymore. Because in knowledge work, we're not   producing one thing. I might be working on seven 
or eight different things at the same time. This   could be different than the seven or eight things 
that the person right next to me is working on.   Our solution to this was to introduce a rough 
heuristic that I call pseudo-productivity that   said we can use visible activity as a crude proxy 
for useful effort. So if I see you doing things,   that's better than you not doing things. Come to 
an office and we watch you work. If we need to be   more productive, come earlier, stay later. We'll 
just use activity as our best marker that you're

probably doing something useful. More and more of 
our time is focused on performing this busyness, which means less of our time is spent 
actually doing things that matter. So what's the solution? Slow productivity is 
a way of measuring useful effort that is now much more focused on the quality things 
you produce over time as opposed to your visible activity in the moment, and I define 
it to be built on three main principles. The first is to do fewer things. Now this idea 
scares a lot of people when they first hear it because they interpret do fewer things to 
mean accomplish fewer things. What I really mean is do fewer things at once. We know 
this from neuroscience and organizational psychology that when you turn the target of 
your attention from one point to another, it takes a while for your brain to reorient. 
The things you're thinking about over here leaves what's known as attention residue. This is 
a self-imposed reduction of cognitive capacity,

so you're producing worse work. Even worse, 
it's a psychological state that is exhausting and frustrating, so the experience of work itself 
just becomes subjectively very negative. So what happens if I'm working on fewer things at once? 
More of my day can actually be spent trying to complete commitments, which means I'm going to 
complete them faster. And probably the quality level is going to be higher as well because 
I can give them uninterrupted concentration.
The second principle is to work at a natural pace. 
One of the defining features of human economic activity for the last several hundred thousand 
years is that the seasons really matter. There was migration seasons when we were hunting. There was 
planting seasons. We were planting, and harvest seasons when we're harvesting, and seasons where 
neither of those activities were going on. We had a lot of variety throughout the year in terms of 
how hard we were working. I think in knowledge

work. If certain times of year are more intense than others, this will lead to overall better and more sustainable outcomes. So the principle of working at a natural pace says it's okay to not redline it fifty weeks a year, five days a week. We can have busy days and less busy days. We can have busy seasons and less busy seasons. The third principle of slow productivity is to obsess over quality. And what this means is you should identify the things you do in your work that produce the most value and really care about getting better at that. Any quest towards obsessing over quality has to start with a perhaps pretty thorough investigation of your own job. And then once you figure that out, start giving that activity as much attention as you can. For example, invest in better tools so that you can signal to yourself that you're invested in doing this thing well. I did this myself as a postdoc. I was at MIT.

didn't have a ton of money at that time, but I 
bought a fifty-dollar lab notebook. And my idea   was this is going to make me take the work I'm 
doing in this notebook more seriously, and it   did. So something about having this more quality 
tool pushed me towards more quality thinking.
  So this idea that you want to slow down, that you 
want to do fewer things, that you want to have a   more natural pace, this becomes very natural 
when you're really focused on doing what you   do well. You begin to see all of those meetings 
and the email and the overstuffed task list not   as a mark of productivity, but obstacles to what 
you're really trying to do. If you are embracing   these principles, a few things are going to 
happen. The pace at which important things   are finished is going to go up. The quality 
of what you're producing is going to go up,

and the happiness is also going to go up. This 
is going to become a much more sustainable work   environment, and you're going to be doing 
the work that's going to make you better.

The lost art of accomplishment without burnout | Cal Newport for Big Think +

Big Think is the leading source of expert-driven, actionable, educational content -- with thousands of videos, featuring experts ranging from Bill Clinton to Bill Nye, we help you get smarter, faster. Get actionable lessons from the world’s greatest thinkers & doers. Our experts are either disrupting or leading their respective fields. We aim to help you explore the big ideas and core skills that define knowledge in the 21st century, so you can apply them to the questions and challenges in your own life. Other Frequent contributors include Michio Kaku & Neil DeGrasse Tyson.

Head to bigthink.com for a multitude of articles just as informative and satisfying as our videos. New articles posted daily on a range of intellectual topics. ​Join Big Think+ to gain access to an immense library of content. It features insight from many of the most celebrated and intelligent individuals in the world today.

   - Subscribe for daily videos.
   - Business inquiries and fan suggestions welcome.

Big Think

지식 부문의 생산성과 번아웃에 대해 다시 생각하기

컴퓨터 과학자이자 작가인 칼 뉴포트는 보다 지속 가능한 업무 접근 방식을 위해 활동에서 성과로 초점 전환을 해야 한다고 강조합니다.

기존의 제조업 기반의 생산성 지표는 눈에 보이는 바쁨이 곧 효율성으로 오인되는 지식 업무에는 부적합합니다.

뉴포트는 지식 부문의 번아웃을 방지하기 위해 생산성을 정의하고 측정하는 방법을 재평가할 것을 주장합니다.

느린 생산성은 눈에 보이는 바쁨보다 업무의 질을 중시하며, 집중력과 업무의 질을 향상시키기 위해 한 번에 더 적은 일을 하는 데 집중합니다.

인간의 생체 리듬에 맞춰 자연스러운 속도로 일하면 생산성에 대한 보다 지속적이고 다양한 접근이 가능합니다.

느린 생산성을 수용함으로써 개인은 인지적 부담을 줄이고 업무 만족도를 높이며 잠재적으로 전반적인 성과를 향상시킬 수 있습니다.

더 나은 지속 가능한 성과를 달성하기 위해서는 바쁘고 덜 바쁜 날과 바쁘고 덜 바쁜 계절이 있어도 괜찮습니다.

느린 생산성은 업무의 질에 집착하고 가장 큰 가치를 창출하는 활동에 투자하는 것을 강조합니다.

이러한 원칙을 수용하면 중요한 작업을 완료하는 속도와 생산되는 작업의 전반적인 품질이 향상됩니다.

지속 가능한 업무 환경을 조성하는 것은 행복 증진과도 연결됩니다.

또한 개인적, 직업적 성장에도 기여합니다.