Limit simultaneous active projects to reduce loop load

Cap active projects at a number you can realistically track — unreviewed projects are unclosed loops.

Why it works

Each active project is an open loop. Working memory has limited capacity; when the number of open loops exceeds what the capture system can reliably hold and return to, the brain begins holding them directly again — re-absorbing the cognitive load the system was supposed to carry. Limiting active projects to a manageable number (typically 10–15 for most people) keeps the system within its carrying capacity and prevents the cascade where a growing project list gradually silts into background anxiety.

How to do it

1. Count your current active projects (anything with more than one step and an unachieved outcome).
2. If the count exceeds 15, identify which projects can be put on hold with an explicit "on hold" status and a review date.
3. Projects on hold are not open loops — they’re parked loops. The distinction matters.
4. Don’t start a new active project without either completing an existing one or explicitly parking another.

Evidence

Working memory capacity research (Baddeley) establishes that there is a finite limit to what can be simultaneously held in mind. The cognitive load of tracking multiple active commitments is the mechanism behind project-list anxiety; limiting active projects is a structural response. (mechanistic)

The right cap depends heavily on project complexity and role type. A 15-project limit is a rough heuristic; some jobs require more, some fewer. The principle — don’t let active projects exceed what the system can reliably surface — is more important than the specific number.

Common mistake

Having no explicit "on hold" category — so projects are either active (producing loop load) or deleted (abandoned rather than deferred), with no middle ground.