职业与工作方法paulgraham.com编辑精选
创作者的日程与经理的日程
Maker's Schedule, Manager's Schedule (2009)
2009 — 2021，它一次次回到首页
黑点是上首页（≥ 50 分）的那次投稿，空心点是没冲上去的投稿，点越大分数越高。
导读
Paul Graham 在这篇文章里把时间表分成两类：管理者的日程以小时为单位，会议可以填满一天；创作者（程序员、写作者等）的日程则以半天为单位，需要长时间不被打断的连续块。对创作者来说，一次会议不只是占用一小时，还可能把整个下午切成无法进入深度状态的碎片，因此两种日程的人容易互相误解。
为什么经久不衰：它用极简的框架解释了为什么会议会毁掉深度工作，并给出安排会议、保护连续时间的实用原则，至今仍是知识工作者讨论生产力时的必读文本。
HN 评论精选
管理者的会议是工作本身，创作者的开会则是从产出时间中净扣除，因此负担并不对称。
我认为会议对创作者比对管理者更是额外负担，另一个原因是：对管理者来说，会议就是工作。他们的职责就是和人会面、交换想法、组织人员、解决冲突，这些都要通过开会完成。很多情况下会议结束，管理者的工作也完成了：一小时会议等于一小时工作。对创作者而言，会议却是在主要工作——“制作”东西——之外的额外事项，即使与创作相关，也终究是干扰。会议结束、决定做出或想法传达后，工作仍要做，但会议时间已经没了：一小时会议等于负一小时工作，所以得再花两小时补回来。
ahpeeyem查看英文原文
I think another reason why meetings are an extra burden on Makers vs. for Managers is that for the Managers, the meeting is their work. Their job is to meet with people, get ideas exchanged, organise people and settle conflict, which you achieve by having meetings. In many cases, when the meeting is over, the Manager's work is done: 1 hour of meeting equals 1 hour of work. For makers though, the meeting can be additional to their main work, which is "making" something, and the meeting is really just a distraction, even if it is somehow related to what they are creating. When the meeting is over and the decision is made or the idea is communicated, the work still has to be done but the meeting time is now gone: 1 hour of meeting equals -1 hour of work, so 2 hours need to be done to catch up.
实践上把会议压缩到日程边缘、留出无会日，并用笔记和定时提醒对抗碎片化。
文章发表时我就认真对待，确保团队会议尽量短，并且安排在一天开头、结尾或紧挨午餐；还保证每周有两天不排会议。作为个人贡献者，另一个有帮助的做法是养成记笔记的习惯：记笔记要熟练到不打断心流，把内容写进 OneNote 或 Evernote，这样之后还能“看见”这些打断。我更像按堆整理笔记的人，所以是一长串时间戳加笔记；如果被打断太多，这也给负责人提供了非常详细的“证据”。最近我意识到今天分心比过去容易得多。遇到这个问题时，我会设一个冥想计时器每 5 分钟响一次；铃响时如果我没在做想做的事，就回到计划上。到某个阶段，铃声就成了一种习惯，确保注意力放在正确的地方。
SteveJS查看英文原文
I took this to heart when it was published and ensured I schedule full team meetings that are as short as possible, and either start a day, end a day, or are directly adjacent to lunch. I also ensure there are 2 days of no scheduled meetings. Another thing that helped me as an IC was keeping notes as a habit. It needs to become ingrained enough that it isn't blocking flow to jot a note into OneNote or Evernote. This allows you to 'see' the interruptions later. I'm more of a 'pile' based note taker, so it's a gigantic list of timestamps + notes. If you are getting too many interruptions it also provides highly detailed 'proof' to the person in charge. More recently I realized that getting distracted today is tremendously easier than it was in the past. When I find that is an issue I set a meditation timer to ring a bell every 5 minutes. If I'm not doing what I want to be doing when that bell goes off, I just go back to doing what I planned. At a certain point the bell ringing is just a habit to ensure your attention is in the right place.
无会日能提升产出，但完全取消会议也不行，协作讨论仍有必要。
我一直努力让团队记住这一点。还不完美，但：每隔一个周一——规划会；周二——少量跟进会；周三——禁止开会（大写强调是故意的）；周四——少量跟进会；周五——禁止开会（大写强调是故意的）。效果相当好，周三和周五完成的工作量明显增加。不过连续三天不开会并没有真正帮助，因为我们处理的问题确实需要工程师之间大量白板讨论和头脑风暴。
karthikb查看英文原文
I've tried to keep this top of mind for my team. It hasn't been perfect, but: (every 2nd) Mondays - Planning Tuesdays - some meetings for followups, sparingly Wednesdays - NO MEETINGS ALLOWED (screaming intentional) Thursdays - some meetings for followups, sparingly Friday - NO MEETINGS ALLOWED (screaming intentional) Works fairly well. There's a major increase in the amount of work done on W and F. However, going to three days without meetings didn't really help, as the problems we are working on do require lots of whiteboarding and brainstorming sessions between engineers.
高效产出来自不预先安排的长时间心流块，会议的最大代价是可能错过进入心流的窗口。
这符合我的经验。我很少开会，经常能获得扎实的 4 小时生产力区块，通常每周两到三次。这些冲刺构成了我大部分工作，也是我最好的工作。我不会预先安排这些 4 小时区块，因为我无法严格遵守日程。我常常连连续集中 30 分钟都困难。当我达到 4 小时（时间追踪器发通知庆祝）时，我总是很惊讶。我进入心流，然后发现 4 小时后自己还在写代码。每次会议都可能错过进入心流的那扇窗口。
oftenwrong查看英文原文
This meets with my experience. I rarely have meetings, and I regularly get solid, 4-hour blocks of productivity. Typically two to three time per week. Those pushes account for most of my work, and my best work. I do not schedule those 4 hour blocks because I would not be able to stick to the schedule. I often have trouble concentrating for even 30 minutes straight. When I hit 4 hours (and my time tracker sends me a notification to celebrate), I am always surprised. I get into the zone, and then I find myself still coding 4 hours later. Every meeting is a chance to miss that enter-the-zone window.
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