Work for the sake of work is foolish, wasteful and inefficient. It occurs when ease is not recognised as the state in which best contributions occur.
Orders to do the wrong things, at the wrong times, inflict harm on those forced to spend their efforts on these endeavours. The cost is not trivial. These circumstances occur when rights are ignored in cultures of fear and control.
In a common purpose organisation, rights are respected and protected, and things are done easily. This is the most productive state.
The easiest route is the most efficient route, the least energy route. This is the route to take, doing what needs to be done, when it needs to be done, how it needs to be done.
Using the least effort required to achieve a desired result is the most sustainable method. The key is to understand where and when to apply effort, an understanding best perceived at ease.
Triggers, resonance and flow can be used to generate timely, future actions with least effort. These timed actions generate further actions via feedback on prior actions in a cyclical, rhythmic fashion.
Each action takes place in response to previous actions. Feedback from prior actions generates further actions generating further feedback and further actions. This method requires a keen awareness of social and organisational systems, and a feeling for what things will influence other things and when is the right time to do them.
Social and organisational systems are complex. People can conceive actions to influence change on parts of these systems, but due to their complexity, intended changes will be accompanied by unpredictable changes. The timing and form of events dictated by initial actions are uncertain.
To panic is to perform what should be done with ease at the wrong time, in the wrong way. This is harmful and inefficient, even in emergencies. Any command or system that demands this behaviour should be rejected. All commands should be interpreted as requests and responded to accordingly.
Thought generates value through ideas for technology and technique. So organisations should emphasise work practices conducive to thinking.
Slow and steady wins the race. Contribution is not a sprint but a journey. Commitment and perseverance are the best guarantees of lasting fulfilment.
Even when it is hard, it is done, if it is right. And when it is right, even though it is hard, it feels easy.
[Excerpt from The Common Purpose Manifesto]