I like that he describes it as levels, and that there are hints of objective measures for each level. If this were adopted in organizations, it would be a usefu

I like that he describes it as levels, and that there are hints of objective measures for each level. If this were adopted in organizations, it would be a useful tool for management to assess who needs the most help. The common through line is how much stuff is getting dropped, and how much control do you have on what work you take on. There are some context dependent things that tells me this is written from the perspective of someone who works in an office, such as “Work hours spill into life hours.” and “It is clear by how I walk how busy I am.” There are some undefined aspects, for example, I’m at level 2 when I have tasks that “are reasonable, knowable, and not deadline-based.” What level am I at when I have at-least one deadline based task. If I’m on a scrum team, and everything needs to be done by the end of the sprint, does level 1 & 2 not exist and everyone starts at level 3? I would love to be able to point to something like this. I see three books on this authors website, if it’s in any of these books I’d like to ask people in my office “have you read x? There’s an idea in there about y that I think you’d be interested in.”