![]() The rise of the open floor plan offices opens makers up to even more distractions and interruptions throughout the workday. Over a decade has passed since Graham published his essay and his observations resonate even more in today’s workplace. Since most powerful people operate on the manager's schedule, they're in a position to make everyone resonate at their frequency if they want to.” But as Graham observes, when they collide, managers generally win at the cost of makers’ ability to get things done: “Each type of schedule works fine by itself. A single meeting can blow a whole afternoon, by breaking it into two pieces each too small to do anything hard in.”īoth makers and managers, or roughly equivalent to employees and executives, have important roles in the workplace and both schedules serve a different purpose. When you're operating on the maker's schedule, meetings are a disaster. ![]() That's barely enough time to get started. You can't write or program well in units of an hour. They generally prefer to use time in units of half a day at least. On the other hand, makers operate effectively on a different schedule entirely - one that prioritizes focus: “.there's another way of using time that's common among people who make things, like programmers and writers. You can block off several hours for a single task if you need to, but by default you change what you're doing every hour.” It's embodied in the traditional appointment book, with each day cut into one hour intervals. Paul Graham’s 2009 essay, “ Maker’s Schedule, Manager’s Schedule”, describes the differences that lead these these two factions to clash: “The manager's schedule is for bosses. Makers and managers are locked in a productivity power struggle where the battleground is the calendar and diminished focus and lost hours are what’s at stake.
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