Overview

It Doesn’t Have to Be Crazy at Work by Jason Fried and David Heinemeier Hansson critiques traditional business cultures that equate success with intense stress and relentless productivity. The authors, founders of the tech company Basecamp, advocate for a radically different model they call the “calm company.” The book emphasises well-being over excessive productivity, arguing that work should be structured to prioritise personal and team mental health, protect time, and discourage hyper-focus on growth and competition.

For academics, the principles in this book could be transformative, offering strategies to resist the “publish or perish” mentality and helping manage the relentless pressures of teaching, publishing, and administrative duties. Their approach advocates for shedding unnecessary goals, creating periods of uninterrupted focus, and resisting pressures to overcommit. Fried and Hansson suggest that focusing on meaningful work without arbitrary metrics can foster a more sustainable approach to both individual tasks and long-term career development.

Key takeaways

1. Embrace simplicity. Complexity in workflows and goals creates stress. Instead, focus on doing less but with greater quality and impact.
2. Ditch the growth mindset. Unlike the typical academic push for constant advancement, let go of intense competitive goals. Focus on the present work and quality engagement instead of endlessly pursuing “more.”
3. Protect time and attention. Rather than allowing workdays to be fragmented by meetings, emails, and distractions, the authors recommend carving out uninterrupted blocks for deep work.
4. Promote realistic work-life boundaries. The authors oppose overworking and advocate for clear boundaries to prevent burnout, advising that people leave work on time without guilt.
5. Foster honest communication. To minimise stress, stress the importance of open, non-judgemental conversations within teams. Real feedback fosters trust and a collaborative culture.

Practical implications for academics

1. Limit meetings and interruptions. Academics can designate “no-meeting” days or specific blocks for focused work to improve productivity without adding extra hours. This is particularly valuable in research or when preparing complex projects.
2. Reframe success metrics. Instead of tracking output or quantity, focus on the significance and quality of contributions to teaching and scholarship. Setting personal milestones rather than external targets can reduce the pressure to constantly perform.
3. Encourage flexible, asynchronous collaboration. Just as Basecamp avoids rigid schedules, academics might benefit from fostering asynchronous communication and reducing real-time demands, such as lengthy department meetings, allowing for less disrupted workflows.
4. Re-evaluate committee obligations. By selectively participating in only those committees or projects that align closely with personal goals, academics can prevent overload and focus on higher-value engagements.
5. Normalise boundary-setting. Establishing firm boundaries with colleagues, students, and collaborators helps prevent scope creep. Practices like not responding to emails after hours or taking proper vacations help model a healthy work culture.

Adopting these principles can be challenging in academic environments that reward high productivity, yet they offer a pathway to sustainable work practices and a balanced academic life. Fried and Hansson’s model is not about minimising effort but about reallocating focus towards meaningful, impactful work while protecting personal well-being—a mindset shift that may, ultimately, enhance both scholarly output and job satisfaction.

Fried, J., & Hansson, D. H. (2018). It Doesn’t Have to Be Crazy at Work. Harper Business.