I was asked, “Would a nap during your shift make you a more productive worker? If yes, what measures do you recommend to avoid the abuse of this facility?”
Yes, napping when I need to has made me more productive.
Regarding abuse — I manage to something called “results” and recommend that outcome metric highly. If you work for me, as long as you are producing “results” and helping your teammates do the same, while consistently growing your capabilities — I don’t care whether you nap or not.
But… Do you think something like this will not disturb the working environment?
I suspect “in general” has to be answered on a case by case basis. How about these for criteria:
- Is the local culture one that supports a nap or siesta?
- Does the work environment physically support any sort of nap possibility?
- Does my team believe in naps?
- Are we confident there are no other factors that would cause napping to disrupt the team, disrupt the work, distract other teams, or harm customer service?
- Are individual and team results clear, obvious, transparent, and shared in real time?
If the above are all answered “yes” then you’re probably safe moving toward napping. As with any other change, you should establish group norms. What do my people believe is fair, and what is abusive? As we introduce the new practice, does performance rise or fall? How do folks feel about the change?
Change has to be introduced only as quickly as people can uncomfortably adapt.
Pacing change to everyone’s comfort is too slow, and it empowers people to veto change with discomfort or whining.
Change is often hard — if you doubt it, try moving the trash can in your kitchen to a new location, and brace yourself for the resulting firestorm.
In order to grow we must endure discomfort.
Growth occurs on the far side of discomfort. Growing slower just means you’re uncomfortable longer than necessary, and you reap the rewards later than necessary. That’s just silly.