Minimization of Efforts
Minimization of effort is relevant when the solution model is understood. First, you need to do "what is needed", for example, write the first version of the work planning checklist, and then optimize it, for example, reducing it from 30 to 5 points so that it is easy to follow. Neglecting the selection of quality models is possible if the action is one-time, and the fact of execution is more important than its quality. But if it is necessary to regularly focus on actions, the strategy of "first investing in accuracy improvement, and then speeding up and saving resources" often proves to be more profitable. It allows you to eliminate actions "by habit": out of habit, you will start solving the problem with the old, poorly functioning method.
This strategy also falls into the class of strategies of "using available resources in the best way, deriving benefits, and only then increasing the amount of resources." There is no point in investing more effort in non-working problem-solving methods. For example, it makes no sense to constantly extend the workday to cope with workloads: firstly, the ability to extend the workday is very limited, secondly, it has consequences of accumulating fatigue and reduced ability to focus and think, thirdly, it indicates problems in work organization. It makes sense to think about how to organize work so that work problems can be solved within working hours without losses.
Efforts to perform any activity unrelated to leisure also follow two laws: the law of negative utility of labor and the law of diminishing returns. On the one hand, starting to work (applying effort) can be difficult: you need to allocate and spend resources that will bring unclear benefits. Continuing the activity can also be difficult: instead of doing what brings pleasure directly in the process of activity, we make efforts for the sake of the result, but the process does not bring pleasure, and we need to spend additional energy to deal with this displeasure (suffering, as Mises says). Thus, it is necessary to overcome the reflexive pursuit of comfort and pleasure "in the moment" in order to achieve results that will bring benefits in the more distant future (on a longer time scale).
On the other hand, in the activity, the agent sooner or later reaches a point where further effort becomes unprofitable: the investments exceed the utility of the obtained gains. For example, it usually makes sense to plan the day or week in detail, but detailed planning on the habit-scale (several months) no longer makes sense. You put in a lot of effort, and the initially outlined plan is realized almost never. There will be no benefit from excessive detailing.
Therefore, in the activity, you will always have to find the optimal range of effort application. Too little effort - there will be no result, or it will be of insufficient quality. Too much effort - insufficient return, the quality of the result will increase insignificantly, resources will be wasted.