TL;DR: Resource constraints, like a limited amount of time to complete tasks, has the potential to create more productivity, creativity, and efficiency. The more we are “backed into a corner”, the more likely we may be to hop outside-of-the-box (given the right mental framework). This could be attributed to resource constraints creating adrenaline, forced decisiveness, and/or more readily applying Occam’s Razor, Essentialism, The Theory of Constraints, and Parkinson’s Law. In this case, having less may actually help create more, both in unique quality and priority, as long as self-regulation is intact. This may create an automatic response paradigm shift when self-regulation is applied.

Productive Constraints

C. Northcote Parkinson stated in The Economist that "work expands so as to fill the time available for its completion" (1955), hence developing Parkinson’s Law. Though his work began as satire for the increasing workforce and stagnated labor, the law and its formula have been applicable across numerous organizations. To make the case for procrastination, the argument that Parkinson’s Law points to the benefits of lacking available time (or other resources for that matter) will be made.

Adding constraints, like limited amount of time to complete tasks, can create more productivity, efficiency, and potentially creativity. This could come from not allowing too much time to deliberate over ideas and fall into the perfectionist’s “analysis paralysis” cycle. Perfectionism can often breed in loitered spaces. Moreover, however, constraining resources like time or available tools can create a situation that forces one to utilize more brain calories in a more focused, condensed way. Thus, the breadth has a smaller proximity and the depth is far greater within this confined area. There is less opportunity to go off on tangents and only priorities remain.

Theory of Constraints

The Theory of Constraints (Goldratt, 1984) takes the opposite approach of productive constraints. Instead of implementing constraints that will keep you focused and pressurized, the Theory of Constraints sets out to find the most limiting constraint that is stopping progress or success, then improving upon that constraint.

Pruning the Superfluous

As less resources become available, the less we have to work with. However, this also means the less we have to add onto our plate. The bells and whistles go by the wayside and only the priorities sift to the surface. Reminiscent of the “Rocks, Pebbles, and Sand” analogy, the more constrained we are, the more we focus on the rocks (highest priorities). This is not to say that the bells and whistles do not have their role; they are the spices to the dish. But unless you have prioritized the entree’s leading lady, you will be stuck with only the toppings.

These limited, constrained resources can be seen in a multitude of spaces:

• Too many options can lead to stress and anxiety (quite the paradox studied within Barry Schwartz’ work), which can lead to no decision being made.

• The Apollo 13 Mission and their limited supply of oxygen and power.

• Forced prioritization = less multitasking. Multitasking can impair cognitive abilities, which leads to our brain calories being sprinkled across a number of items instead of devoted to one.

It’s Obvious When It Has To Be

Occam’s Razor is applied when we make a decision that is the simplest and potentially the most obvious one to make. We humans like to complicate matters thanks to thoughts, feelings, and other fellow humans. However, when under productive constraints, taking a lesson from Occam’s Razor may help us move past the over-thinking phase and into the doing phase. Forward momentum is what we are after, and going with the more simply explained decision can bring us peace and save us from sacrificing sleep. The question then becomes: how do I know I made the right decision? Luckily there are frameworks and mindsets that can help us vet our choices and sing us sweet lullabies:

Eisenhower Matrix

Also known as the Urgent-Important Matrix, the Eisenhower Matrix is a tool that can help you identify your priorities. This tool requires self-regulation and discipline in order to correctly identify and adhere to the important, urgent matters in your life.

Essentialism: The Disciplined Pursuit of Less

Greg McKeown’s Essentialism (2014) adheres to the same sentiment as productive constraints that one can achieve more by doing less. We just need to figure out what the less exactly is. By shifting our focus to the most essential tasks at hand, we can let go of any obligation baggage and make a bigger impact.

What’s the Objective? Success Is In the Eye of the Beholder

When considering productive constraints, the definition of success is necessary to determine when one was indeed more or less successful. Everyone’s evaluation of success looks and feels different due to their paradigm of achievement. Productive constraints may assist in creating a positive paradigm shift due to less time spent overthinking and more time doing. “Good enough” is better than the preoccupation of perfect. In fact, “good enough” accomplishments are simply prototypes you get to refine as many times as you’d like. The point is, just get it done.

Is This A Case For Procrastination? Not Quite

Procrastination is the symptom of a variety of happenstances depending on the person. Whether procrastination happens because of lacking executive functioning skills or poor emotional responses, everyone’s reasonings may be different. However, there is room for procrastination theories revolving around how you view yourself (personal narratives), how accepting you are of adverse situations (mindfulness), and having some form of foresight (backwards design). Read more about this here.

Moreover, techniques to create a more productive version of a procrastinator (intermittent bursts of work, setting deadlines, limiting access to distractions, etc.) could be reminiscent of what productive restraints offer. If a procrastinator struggles with their executive functioning skills due to their current emotional state, productive restraints may be the natural “tool” to kick them into high gear with adrenaline or even dopamine (if some form of purpose or higher motive is identified).

Productive constraints is not a plea for chronic procrastination or to actively back oneself into a corner time and time again. Rather, productive constraints can help us view time and tools differently, especially when we are limited in those areas. Paying attention to what approach helps us get across the finish line in the most optimal way, while refining or adopting what approaches could help us in these feats, is the beginning to crafting more automatic responses to efficiencies in our lives.

References

Duffy, M. (1993). Occam's razor. London: Sinclair-Stevenson.

Goldratt, E. M. (n.d.). Theory of constraints of Eliyahu M. Goldratt. Theory of Constraints Institute. Retrieved February 18, 2022, from https://www.tocinstitute.org/theory-of-constraints.html 

McKeown, G. (2014). Essentialism: the disciplined pursuit of less. First edition. New York: Crown Business.

Parkinson, C. N. (1955, November 19). Parkinson's law. The Economist. Retrieved February 18, 2022, from https://www.economist.com/news/1955/11/19/parkinsons-law 

Schwartz, B. (2016). The paradox of choice: Why more is less. Ecco, an imprint of HarperCollins Publishers.