The document discusses the myth of total efficiency and the costs of prioritizing efficiency over flexibility. It notes that striving for small efficiency gains can reduce an organization's ability to change or adapt. Task switching is used as an example, where striving for multi-tasking comes at the cost of responsiveness and slowing down work. The document advocates for sequential processing over constant task switching.

1. The myth of total effeciency

2. Ever been to busy driving to take gas?

3. Ever solved one of these? 7 1 6 4 8 3 2 5

4. 1 2 3 4 5 6 7 8

5. How about solving this one? 7 1 6 4 8 3 2 5 9

6. 11% effeciency improvement 7 1 6 4 8 3 2 5 7 1 6 4 8 3 2 5 9

7. Lost: ability to change 7 1 6 4 8 3 2 5 7 1 6 4 8 3 2 5 9

8. How work get passed on Me Elaine Harry You

9. Buffering for efficiency Me Elaine Harry You

10. Me (72,8%) Elaine (91%) Harry (71,1%) You (100%)

11. Me Elaine Harry Increased trafic Reduced trafic Harry is underworked You

12. What will Harry’s do in an organisation that encourages business? Me Elaine Harry Increased trafic Reduced trafic Harry is underworked You

13. Cost in responsiveness and slowing down an organisation Me Elaine Harry You

16. Task switching Exercise 1 1 2 3 1 2 3 4 5 6 7 8 9 a b c d e f g h i I II III IV V VI VII VIII IX

17. Turn your page

18. Task switching Exercise 2 1 3 4 5 6 7 8 9 2 1 a I 2 b II 3 c III 4 d IV 5 e V 6 f VI 7 g VII 8 h VIII 9 i IX

20. 4 quadrants of FranklinCovey

21. 4 quadrants of FranklinCovey illusion escape Control Demand

22. 4 quadrants of FranklinCovey Delegate Drop Plan Do it NOW

23. Conflict is OK !

24. Rule 1 of bad management

26. Resources