The case for workplace inefficiency
The Economist
February 19, 2026
AI-Generated Deep Dive Summary
The article "The case for workplace inefficiency" challenges the conventional wisdom that efficiency is always the primary goal in business and economics. It argues that while optimization can drive productivity, over-optimization often leads to stress, burnout, and a lack of creativity among employees. The author uses the metaphor of a gazelle "pronking"—standing still to survey its surroundings—as a reminder that moments of pause and inefficiency are essential for balance and perspective in both nature and the workplace.
In today’s fast-paced world, businesses often prioritize speed and output, pushing employees to constantly improve processes and eliminate waste. However, this relentless focus on efficiency can backfire, as it leaves little room for exploration, innovation, or simply taking a step back to reassess priorities. The article suggests that embracing inefficiency—not in a way that hinders progress, but by allowing space for reflection, collaboration, and even moments of idleness—can actually lead to better outcomes.
The author highlights the importance of balance in any system, whether it’s an ecosystem or an organization. Just as a gazelle doesn’t need to be in constant motion, employees may benefit from periods where they’re not optimizing every second. This can foster creativity, reduce stress, and ultimately lead to more sustainable and meaningful work. By shifting away from the cult of efficiency, businesses can create a healthier, more resilient workplace culture.
Ultimately, the article makes a compelling case for rethinking our approach to productivity. While efficiency has its place, it’s crucial to recognize that not everything needs to be optimized. Embracing inefficiency—not as a failure but as a necessary counterbalance—can lead to better decision-making, stronger relationships, and a more balanced work-life dynamic. In a world where speed is often valued over substance, this perspective offers a refreshing reminder of the value in slowing down and allowing for serendipity and growth.
For businesses and individuals alike, this shift in mindset can have far-reaching implications. It encourages leaders to prioritize well-being over output, employees to seek fulfillment rather than just efficiency, and organizations to build more sustainable, human-centered systems. In a world where the pressure to optimize never stops, embracing inefficiency may just be the key to finding true success.
Verticals
businesseconomics
Originally published on The Economist on 2/19/2026