The astonishing human potential wasted on commutes – The Washington Post

According to the Census, there were a little over 139 million workers commuting in 2014. At an average of 26 minutes each way to work, five days a week, 50 weeks a year, that works out to something like a total of 1.8 trillion minutes Americans spent commuting in 2014. Or, if you prefer, call it 29.6 billion hours, 1.2 billion days, or a collective 3.4 million years. With that amount of time, we could have built nearly 300 Wikipedias, or built the Great Pyramid of Giza 26 times — all in 2014 alone.Instead, we spent those hours sitting in cars and waiting for the bus. Of course, not all of us have 26-minute commutes. Roughly a quarter of American commutes are less than 15 minutes one way. On the other hand, nearly 17 percent of us have commutes that are 45 minutes or longer. And the prevalence of these long commutes — and of really, really long commutes — is growing.

Source: The astonishing human potential wasted on commutes – The Washington Post

With today’s 21st century information and communications technology, it no longer makes sense for knowledge workers to waste so much time traveling to and from centralized commute-in offices as they did in previous century’s Industrial Age. This article does a great job assigning a personal time cost to the commute.

Organizations have long regarded commuting expense as a cost borne by the employee and not the organization. But there is a significant organizational cost in the adverse impact on employee health and wellness given time spent commuting is time taken away from health promoting behaviors such as exercise, adequate sleep and meals prepared at home rather than take out food. Over time, that can manifest in higher employee health benefit costs, a top cost concern among most employer organizations.

I recently completed a white paper on an alternative workplace wellness concept that utilizes ICT to enable knowledge workers to work in their home communities where they have greater access to these health promoting activities rather than commuting out each workday. I am seeking sponsors for the paper; interested parties can contact me by clicking on the mail button at the top right hand of the site.

What Your CEO Should Know about Productivity, Profits, Work, and Family | Anne-Marie Slaughter | LinkedIn

But we actually have a growing body of data in support of the proposition that working less means working better. This relationship between working better and working less holds particularly true in any job requiring creativity, the well­spring of innovation. Experts on creativity emphasize the value of nonlinear thinking and cultivated randomness, from long walks to looking at your environment in ways you never have before. Making time for play, as well as designated downtime, has also been found to boost creativity. Experts suggest we should change the rhythm of our workdays to include periods in which we are simply letting our minds run wherever they want to go. Without play, we might never be able to make the unexpected connections that are the essence of insight.

Source: What Your CEO Should Know about Productivity, Profits, Work, and Family | Anne-Marie Slaughter | LinkedIn

Anne-Marie Slaughter bores down to the essence of where value is added in knowledge work: freeing the mind to operate creatively — and not as an Industrial Age machine putting in set hours in an office or cubicle in a centralized commuter office.

As I wrote in my book Last Rush Hour, a lot of this creative thought is stimulated by something sedentary and often obese and out of shape  knowledge workers desperately need: prolonged exercise that gets blood flowing to the brain — the knowledge worker’s essential tool — and releases beneficial hormones. Stimulating that creativity thus offers the added bonus of potential enhanced health and lower health care utilization.