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  "retrievedAt": "2026-07-16T18:24:16.349Z",
  "createdAt": "2026-06-01T08:02:00.335Z",
  "updatedAt": "2026-06-01T08:02:00.335Z",
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    "text": "Because output stays stable only when the reduced hours are absorbed by redesigning work (cutting low-value meetings, admin, and interruptions) rather than by compressing the same tasks into fewer days, the four-day week's success is contingent on work redesign and on the job being redesign-amenable - and absent that redesign the 100-80-100 model becomes a hidden productivity trap."
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      "text": "The trial evidence establishes that output stays roughly stable (company revenue broadly flat-to-slightly-up, retention strongly improved) under a four-day week - but it does NOT establish that productivity rises, because the trials are self-selected, advocacy-coordinated, uncontrolled, and the productivity claims are overwhelmingly self-reported.",
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      "text": "The 100-80-100 model requires roughly a 25% efficiency improvement merely to maintain output; if tasks, meetings, and processes are left unchanged, staff attempt five days of work in four, producing rushed work, stress, and eventual disengagement.",
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      "text": "The mechanism that lets output hold is the elimination of wasted work time (meetings, interruptions, low-value admin), which is abundant in much white-collar work but scarce in blue-collar, care, and coverage-bound work, where compressing hours can instead raise pace, errors, and safety risk.",
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