> He explains that this happens because knowledge work often relies on “pseudo productivity,” where visible busyness is treated as a proxy for real value. Digital tools reinforce this by making people look active: sending more messages, producing more drafts, attending more meetings, and generating more work artifacts. To avoid the trap, he recommends measuring real outcomes, identifying the true bottlenecks in one’s work, and separating deep work from shallow work so that digital tools support meaningful progress instead of consuming attention.
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Like, you are just as well make the argument that if you replace the pseudo-work, you end up with 8 hours of deep work for things that bring you value.
An agent taking notes and summarizing things is of no use. You are supposed to participate to a meeting, otherwise it is just a memo and the meeting doesn't have to take place. The correct solution is just to not attend it if you know you aren't requested to participate and are just here to grow the numbers and make your company waste money.
If this argument actually worked in practice, the world would be a better place
Personally I make sure meetings are a good use of my time and I complain when they are not. I also am starting to complain about AI summarizers because they frequently misrepresent what is said in meetings and they're potentially worse than nothing, although I am starting to think that they're potentially valuable if Google is trying to datamine them for info about our company meetings as a way of poisoning their datasets. But I am worried my coworkers may be thinking they are reliable.