Slowing down can actually help you speed up! How? By enabling you to focus and unlocking the foundations of your knowledge domain.



In today’s world, there seems to be much usage of words like “rapid”, “change”, “quick”, “speed”, “fast”, “instant”, “agile”, “responsive”, etc.

I have noticed that, when the meanings of these words get mixed in with emotions and thought process of work, they can lead to a feeling of being hurried or harried, of rushing, of deadlines, of insufficient time. The word “deadline” itself seems kind of scary, carrying the connotation of “dead”!

Because we feel that there isn’t enough time, often quite rightly, we are forced to go fast and rush. That in turn can lead to a feeling of pressure. That we’re trying to work quickly, but there isn’t enough time, so we are stretched or pressured.

However, I have found that when I am actually going fast – delivering lots of work rapidly and on-time, I don’t feel hurried or harried at all. In fact, I feel quite calm, relaxed and that there’s time, and I don’t feel too pressured or stretched.

So what does it really mean to be rapid, agile, responsive, fast?

Firstly, I have found that when you put pressure on yourself, you arc up, your body becomes stiff, your breathing becomes shallower. It becomes more difficult to focus, and you start to have your focus split or fragmented between a lot of different things. This loss of focus, in turn, leads to a loss of productivity and a loss of sustainable productive energy. So, while I can pump out work in a panic for a short period of time, over a longer period, it becomes unsustainable.

Secondly, I have found that the fragmentation of focus can lead to a dismantling of the ability to properly understand a problem and a problem-space. That is, because insufficient time has been spent on discovering and then solidly grasping of the foundations of a structure of knowledge, your ability to work at the higher levels of that structure becomes slow, repetitive, inefficient and tedious. You have to repetitively go through multiple iterations of the same problem before identifying the root of it, when you could have discovered the root right from the start, if you thoroughly understood the foundations of what you’re working with.

My solutions?

Firstly, rather than taking on that hurred, pressured mind-set and body language, I have found it generally better, at almost any cost, to relax and take on a cooler disposition and demeanor.

Secondly, I try to reduce the number of elements that I focus on at any one time. For example, instead of trying to deliver an entire three page report all at once, I focus on just writing one really good paragraph. Or, instead of trying to deliver multiple screens of an application, I just focus on one screen, or on one link between two screens. Or, instead of trying to deliver an entire module of code, I just focus on one or two individual functions.

Or, instead of trying to speed-read an entire chapter of a book, I spend a long time reading the first couple of pages, so that I get a very firm grasp of the foundation that the chapter rests on. In this last case, I have found that reading a book this way often leads to mentally “unlocking” the conceptual framework of the book, such that I then understand the contents so well that speed-reading actually works!

When you deliver that small amount of work, you may get a small dopamine kick. You feel a sense of achievement. You might even reward yourself with a treat! (Say, a tasty snack, or drink, or a short break.)

Because you’re reducing your focus to one element at a time, you’re able to deliver more rapidly and responsively. You can deliver a small part rapidly, then another one.

I believe this is the real spirit of many of the ideas of “agile”, “iteration”, etc. It’s not a spirit of pressure, rushing, panic, etc., but rather, of slowing down, identifying one or two things that you can break off and focus on. Those things being small enough that you can deliver them, learn from them, and then decide on your next step as appropriate.


Work and life comes to us in ebbs and flows. The “ebbs”, or “downtime”, can be a great opportunity for “slow thinking”.


Have you been working on a large, challenging, long-term undertaking? Perhaps a startup, or a large corporate project?

You are probably going to find that there are up-times and down-times. Ebbs and flows.

There will be stretches of time during which you’re fully engaged and “in-flow”, i.e. you’re spending multiple hours of a day, perhaps 6 or even 8, and those times are fully engaging you, and you’re using most of your mental and physical capacities, and you’re engaged in the immediate problem at hand.

But you will also probably notice that there are downtimes. These will vary in length and frequency, according to the nature and kind of work, the industry you’re in, etc. For example, some industries are seasonal. Some corporations have periods where people are away on holiday at certain times of the year. Some consulting relationships go through periods of less direct contact/communication with the client.

These “down” periods could go for months or weeks at a time, or parts of the week (e.g. weekdays vs. weekends), or parts of the day (e.g. morning vs. afternoon).

It can be helpful to notice these downtimes and to spot the patterns in them. This is because, during these downtimes, you can perform activities, mental or otherwise, which are better suited to downtime. Activities which would be more difficult to do during “uptime”.

During uptime, you’re in a more “reactive” move, responding rapidly to events and situations as they occur. Whereas during downtime, you can do more of what I call “slow thinking”.

By “slow thinking” I’m referring to things such as strategic thinking or long-term planning. Taking a step back and thinking about the bigger picture. Asking what you’re trying to do. What are the broad goals? Are my day-to-day actions (when I’m in “uptime”) appropriately focused on, and contributing to, those goals? And, heck, am I enjoying myself? Is this sustainable over the long term? Are there strategic changes or tweaks I could be making? For example, could I be taking my effort in one domain and applying it to a different market, where it’s more sought-after or more valuable, or applying it to an additional market, so that I can increase my customer-base?

Using down-time in this way may not only be beneficial – it may be critical. It may only be in those slower contemplative moments that you identify a major problem or issue or risk to what you’re doing, that otherwise would have gone un-noticed in the hustle and bustle of “getting stuff done”. So it can be important to pull yourself out of up-time, if needed, and deliberately move into down-time, to give yourself a proper chance to have insights you wouldn’t have otherwise had the time and space to have.

The down-time can function as a kind of rehearsal for up-time, because, during down-time, you are preparing ahead-of-time for the decisions you’ll need to make and the actions you’ll need to perform when you’re back in up-time again.

During down-time I recommend putting yourself in spaces and doing things that mentally relax and inspire you. Perhaps visiting a calm and peaceful place such as a park or a camping site. Perhaps walking or exercising. And giving your mind a chance to “tick over” everything. Everyone has a different way and you might have your own way of creating a space. But whichever way you choose, it should give your mind freedom to contemplate, wander, retrospect, revisit and then be strategic about the future and the next steps.


Connecting new information to old can help you to learn, understand, recall and apply your knowledge.


Have you ever had a hard time learning about some subject? Perhaps it’s a course you’re studying, perhaps it’s someone at work trying to teach you something.

And they’re talking and talking, and you’re hearing mountains of words and language, and you feel like you’re “drinking from a hosepipe” – i.e. receiving lots of information, but not understanding it, or forgetting it, or getting confused about what it means.

The funny thing is, there are so many things in life that we don’t seem to have any difficulty remembering. Think about the route you take to work or school. You probably don’t have too much difficulty remembering that. You can call to mind the way to the front-door of the house where you live, perhaps the street it’s on, the bus stop you go to and the bus that you take. Or take your circle of friends. You probably recall their names, facts about them, even how you met them (if you weren’t too young to remember).

We are able to remember some kinds of knowledge, and yet we seem to struggle immensely with others.

I would like to share one technique I’ve found useful, when a subject seems difficult to learn. I refer to it as “integration”, but there are probably other names for it already.

When I’m hearing some new piece of information and I really want to understand it, I try to connect it to something that I already know. And, especially (if possible) I try to connect it directly to myself, in a way that means something to me.

So, say I’m learning a new fact about how climate works in one particular part of the world, I’ll try to connect that fact to something I already know about climate, or about the world. And I try to discern how that fact is relevant to me, personally.

Often, (at least, initially), I don’t see a connection. It feel like a piece of floating, arbitrary data. And this is where, if possible, I ask questions to try and find that connection. So, if someone’s telling me about a climate phenomenon, I might ask them a question such as: well I thought climate was about ‘X’ or ‘Y’. But this fact you’re telling me about, how does it relate to that? How does the temperature in this place relate to the fact that it’s more humid in the tropics, near the middle of the equator? (A “fact”, or at least, an item of information, that I already grasp.)

By asking such questions, I’m testing the things I’m hearing and discovering connections between the new information and the information I already recall. And if something I already knew turns out to have been a flawed understanding (at least from one perspective) then I’ll correct that, and, in doing so, build a nice “bridge” or “transition” between the old knowledge and the new knowledge.

Another kind of question I’ll ask is why this thing is being taught to me, or why it exists. So, say someone is informing me about a particular design technique. I’ll ask the question: why does this technique exist in the first place? Why not just do something simpler like ‘X’ or ‘Y’? By asking that question, the other person is called upon to explain to me further why that technique exists, what problem it solves, and in the process of doing so, I get a much stronger link between my previous understanding, and the new understanding. Rather than taking it as a given that this new technique happens to exist, I can form an understanding of why it exists and where it fits in to the “network” of other techniques.

One benefit to this “integration” technique is that it become easier to remember things. Just as when you go out your front door, you transition onto the street, and then to the bus stop, then onto the bus, etc., in a sequence or chain of knowledge, I find that I can remember things I’ve learned by following the connections I’ve made. Say I’ve learned a new design technique. If I find myself in a situation, which calls to mind some piece of knowledge I already have about design, and I connected that knowledge to a new technique, then I’ll recall that new technique at the right time, and perhaps apply it to the situation. I’ve got that information encoded mentally in such a way that it comes to me at the right time.

And that leads me to another benefit: recalling material at the right time. When you learn something new, which you worry about storing in your memory, you might also feel concerned about retrieving it at the right time and right context. I find that I’m much more likely to remember something, say a solution to a problem, at the right time, if I’ve integrated or connected it to the knowledge I currently draw upon, to solve that problem.

This technique isn’t guaranteed to work in every situation. I have found that there are times when the information is flowing much too fast. In those cases I’ll often try to quickly write down words and phrases for use later, perhaps to research later. Or I’ll try to get the information in a written format, which I can read at leisure.

I’m also sure that there are kinds of knowledge that can’t be connected to what one already knows. In areas like that, there are probably other techniques to look at using, for learning. Or perhaps there are some things that cannot be learned, at least, not in a conceptual manner.

But, for what it’s worth, I’ve found integrating to be highly useful in a wide range of learning scenarios.


The ideas presented in this article draw some inspiration from the learning theories and tools (such as concept mapping) of Joseph D. Novak, expressed in books such as Learning How to Learn (1984).