Only when the exasperated writer finally insisted that they really had done their utmost and could do no better would he give it a thorough review. Before handing in the next piece of work, we might ask our- selves the same question: Is this really the best we can do?
FOR TEAMS
Build in time to think, and come prepared. When the poet Louis MacNeice was offered a job as a BBC producer, they asked him to design his own timetable. He left as many hours blank as filled in. When he was asked what all the empty space was for, he replied, “For think- ing”. The current working landscape is so frenetic that taking even ten minutes to sit alone and think can seem like the height of indulgent luxury. It isn’t. It’s the only way good work happens.
The psychoanalyst Carl Jung would have seconded MacNeice’s unconventional approach to time man- agement and urged his patients to set aside a brief period each day for “active imagination”—allowing themselves the space to get into a state of reverie in which buried ideas and creative thoughts could find the space to bubble to the surface.
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