I wish we could revive Tim Bryce's mind with AI, because I'd love to hear what he'd have to say in a podcast about this topic:
"Fraud in a procrastination study? You don't say! I don't understand why all this taxpayer money is going to study procrastination in the first place. Procrastination is a well-known phenomenon with a well-understood cause: laziness. Procrastinators didn't have a boot placed to their behinds growing up, so they reached adulthood slacking and coasting on their trust-fund money or couch-surfing at their friends' places, mooching off others. You see this a lot in modern software organizations, especially among the programmers. And now those programmers are all crying because they're about to get replaced by Claude Code. Boo hoo! The military knew how to deal with procrastinators, too: send them to scrub latrines with a toothbrush, and drum them out if they didn't shape up after that! We don't need millions of dollars in government grants going to academic research to study this phenomenon. It's as old as humanity itself—we called it the deadly sin of sloth. Friends, keep the faith!"
If he's anything like how the rest of your post read, he sounds like a pretty awful person.
https://web.archive.org/web/20190416200125/https://it.toolbo...
Theory P advances the thesis that because programmers are lazy pseudointellectuals who chafe at discipline and use their arcane technical knowledge to gain power and leverage in the workplace, they need to be tightly managed, their small roles within the company clearly delineated, and discipline and organization strictly enforced.
A more recent (2018) essay of his is much more blunt and to the point, shows that he hadn't changed his mind at all, and concludes with "Is it any wonder why I despise programmers?":
https://patch.com/florida/palmharbor/amp/28237018/the-proble...
The, ahem, problem with Tim Bryce is twofold:
a) for good or ill, he said what your boss—or at least top management at your company—was thinking
b) he was right about many things. He was an exponent of PRIDE, the first widely available commercial software development methodology created by his father, Milt Bryce. Unlike Scrum or even SAFe, which are more like loose frameworks, PRIDE is a complete soup-to-nuts instruction manual on how to develop, implement, and integrate business information systems (including, but not limited to, those which operate via computer). As Bryce himself said: "PRIDE answers the 5 W's of information systems: WHO is to perform WHAT task, WHERE, WHEN, and WHY." PRIDE is pretty much Spec-Driven Development writ large; in PRIDE, the majority of the work and the source of nearly all the value is in systems analysis, not programming: determining how the business operates and what information systems need to be in place to support the business. This is stepwise-refined into a series of more and more detailed specifications, which are only then handed off to programmers to code. Doing it this way saves time and money and leads to more correct software on the first go. It's also pretty close to the state of the art in AI agentic workflows.
Tim Bryce would be giddy with glee had he lived to see today, because finally all those lazy programmers would be put out of work! Since under PRIDE, programming is mere translation of requirements into code, that can now be automated and asymptotically approaches requiring no human effort at all! The fact that you and I dislike his personality doesn't change the fact that what he advocated for is exactly what's happening now, and that business has for centuries and will continue to operate as if what he believed were true—including the bits about procrastination being simple laziness, correctable with stricter discipline, rather than some sort of complex psychological phenomenon.
Then maybe we should do away with "business". Small operations do not tend to operate that way, and broadly everyone prefers their output (if not price) in the domains in which they operate – with a few notable exceptions. In theory, software should allow small operations to each serve millions of people, such that we (e.g.) only need a few thousand search engine providers to meet the needs of the entire world's population. Not everything has to be enterprise-scale, and indeed many things should not be.
If "business" means treating people badly, then we don't need it.
Are all people who postpone a task lazy?
What constitutes laziness? Can we define laziness?
Why are people lazy? Is laziness negative? Are there positive aspects to laziness? Why did we evolve laziness?
Are people consistently lazy, or are they only lazy in some areas of their lives?
Does scrubbing a toilet with a toothbrush actually reduce laziness? Are there other methods of reducing it?
What are the effects of reducing laziness? Are there emotional or physical penalties from reducing laziness?
Answering some of these would be useful. Just saying "everyone who procrastinates is lazy" is not.
Hard work often pays off in the future, but laziness always pays off now.
Defered tasks are sometimes completed by others, or otherwise become obsolete while you wait.