Helping with Adventurer Party Management - Chapter 387

With everyone staring at her, Sara fumbled to put into words the image in her mind.

“Well… there was a time I had to rush a shoemaking job. Kenji used boards to plan it out, and when he moved them around like a puzzle, the schedule got shorter.”

“A puzzle?”

“Yeah, like—if you stand the board up vertically like this, it takes up less space, right?”

Sara picked up a nearby board and demonstrated how she had rearranged it, but the others still looked confused.

Unable to watch her struggle, Shion—who had also seen Kenji’s planning method—jumped in to help.

“I saw him do it, too! There was so much work, I thought there was no way it could all get done in time. But the Governor would say things like, ‘Let’s give this job to an adventurer,’ or ‘We can start this task first,’ and he’d just move the boards around like puzzle pieces. And suddenly, the production schedule was shorter! It was hectic, but it felt like magic!”

“Exactly! That’s what I meant!” Sara added excitedly. “It doesn’t matter whether it’s an adventurer or someone else—if someone else can do the work, then we delegate it! And some of the tasks don’t have to be done in a fixed order, right?”

As the two of them spoke, the other officials slowly started to understand and sat down to think it over.

“So, basically… you’re saying we need to split the work. There’s work that only we can do, and work that anyone else can handle. Let’s start by sorting that out. We’ll mark the tasks that anyone can do on the boards, and write our names on the ones only we can handle.”

“I see. That’s easy to follow.”

And with that, the six officials began labeling the wooden boards scattered across the floor—marking who was responsible for what.

Before long, they discovered an unexpected advantage to this process.

“If we write names on the boards, it becomes clear who’s in charge of each task. Everyone can see it—no one can lie.”

“Right. Having visibility over who’s responsible at each stage makes things run smoother. If this method were shared more broadly, building things like watermills or even cathedrals would be so much easier.”

This method began gaining traction—especially among those looking to take on future military logistics or cathedral construction. They saw it as a goldmine of insight.

As they continued labeling each board with the name of the person in charge, someone noticed something else.

“Now that we can see all the names, it’s obvious that some people show up a lot more than others. Doesn’t that make the workload uneven?”

“True, but we can’t just count the number of tasks. Some jobs may be simple but frequent, while others are heavy and appear less often.”

Visualizing responsibility also made the workload visible. It was reflected in how often a name appeared.

“Wow… so you can tell right away if someone’s slacking.”

“Yeah. That’s useful—but also kind of scary.”

Every organization has people who know how to get things done, and those who know how to avoid it. In a large project, freeloaders are bound to show up.

But if responsibility and workload are clearly shown, it becomes obvious who is pulling their weight—and who isn’t.

Claudio had no doubts about the soundness of this method, but as he looked up at the sky, he couldn’t help wondering what kind of waves it would stir within the organization.