When commitments exceed capacity, only three fixes work: cut, defer, or delegate
When commitment-to-capacity ratio exceeds 1.0, intervene only through cut (remove commitment entirely), defer (move to future period with capacity), or delegate (transfer to someone else)—productivity techniques cannot solve overcommitment caused by arithmetic mismatch.
Why This Is a Rule
When your commitment-to-capacity ratio exceeds 1.0 — you've committed to more hours of work than hours exist — you have an arithmetic problem, not a productivity problem. No time management technique, Pomodoro timer, or focus app can create hours that don't exist. Working faster doesn't help because the gap is structural, not behavioral. The only solutions are subtractive: reduce the numerator (commitments) until it fits inside the denominator (capacity).
Exactly three interventions reduce the numerator: Cut (remove the commitment entirely — it doesn't get done), Defer (move it to a future period that has available capacity), or Delegate (transfer it to someone with available capacity). That's it. There is no fourth option. "Work harder" and "be more efficient" are not solutions to an arithmetic mismatch — they're denial strategies that produce burnout without resolving the overcommitment.
This rule is intentionally restrictive about valid responses because the most common response to overcommitment — "I'll just push through" — is the most damaging.
When This Fires
- Your planned commitments for the week exceed your measured capacity hours
- You feel chronically behind despite working full days
- Adding a new commitment would push your ratio above 1.0
- Any moment where "I don't have time" is the honest answer
Common Failure Mode
Trying to solve overcommitment with productivity techniques: better todo apps, faster workflows, fewer breaks. These are valid when the ratio is 0.85-0.95 (optimization helps). They are useless when the ratio is 1.2+ (you need 20% more hours than exist). The productivity techniques become a way to avoid the uncomfortable conversation of cutting, deferring, or delegating.
The Protocol
When your commitment-to-capacity ratio exceeds 1.0: (1) List all commitments with estimated hours. (2) Compare against measured capacity (see Plan from your average capacity, not your best day — five days of measurement is enough). (3) Calculate the gap: how many hours of commitment exceed capacity? (4) For each commitment, evaluate: can it be cut (removed entirely)? Deferred (moved to a future period with slack)? Delegated (given to someone else)? (5) Apply enough cuts/deferrals/delegations to bring the ratio to 0.85 or below. This is a conversation, not a calculation — but the calculation makes the conversation unavoidable.