OVERVIEW Employee slack time programs aim to provide workers with pockets of unscheduled time to pursue innovative ideas, yet their efficacy varies greatly across organizations. This qualitative study explores optimal slack time program conditions. Rather than the traditional view of slack time as unstructured “free time,” the study findings reveal slack time outcomes depend on aligning (1) willing and able individuals through self-selection; (2) a supportive organization that provides management buy-in, psychological safety, mentorship, and appropriate evaluation mechanisms; and (3) a process that serves as a guide and includes a workflow, simple forms, and required interactions with peers and management. We propose a framework that integrates these individual, organizational, and process components. PRACTITIONER TAKEAWAYS A successful slack time program requires alignment on the individual, organizational, and process level. To maximize the benefits of slack time in your organization, (1) encourage voluntary participation to attract motivated individuals; (2) foster a culture of psychological safety and managerial support; (3) provide mentorship opportunities for participants; (4) implement evaluation criteria that emphasize behavior and action over unpredictable results; and (5) balance autonomy with flexibility through process. Slack time processes should serve as a guide for both scientists and management. A good slack time process harmonizes freedom and creativity with accountability for both scientists and managers through requiring simple documentation and regular interactions between participants, peers, and management.
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