What I find fascinating, is how much this concept scales to places it seems like it shouldn't. I had taken the idea to heart early in my life for anything that require dexterity. But it wasn't until mid career that I saw it work at an organizational level. At one point the team I was on stopped promising so much. We essentially decided to slow down. I don't quite remember what lead us to this mindset, though I know our weekly retrospectives were part of it (we had some really good retros, like I cry at the thought that I will likely never have that level of mutual trust in a team again). And, what was sort of unexpected, was that our velocity basically went up. We knew we wanted to make sure we focused on higher value items, and push back on low quality requests, but the amount of requests we could accommodate also went up along with the average value. I still don't fully understand the theory behind it, certainly we were using a lot of cycles on low value things, but just promising fewer deliverables allowed us to deliver more. I know that brains are bad at time slicing, but this seems to also expand to the organizational level too...