Time Management: 4 simple Tactics for Getting More Done in Less Time

Peter O Toole - Time Management: 4 simple Tactics for Getting More Done in Less Time

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When citizen complain that they have no time, what they legitimately mean is that they have no time to spare. Their spare time is stuck in all the tasks they have to do, and the question is amplified by Parkinson's Law.

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Parkinson's Law states: Work expands so as to fill the time available for its completion.

For every task, you have an expectation of how long it will take. This may be an implicit expectation or an explicit deadline imposed upon you. The expectation serves as a self-fulfilling prophecy. The task takes as much time as expected, which, per se, is not a problem. However, when Murphy's Law ("If something can go wrong, it will") strikes at a crucial moment, the task legitimately takes longer.

Murphy's Law cannot be "controlled." It can only be planned for so that when something does go wrong, you are ready with an approved response. Parkinson's Law can be controlled.

Here are four of my uncomplicated tactics for controlling Parkinson's Law and getting more work done in less time than expected.

1. Set an Aggressive Estimate

Setting an evaluation is the first step to controlling Parkinson's Law. As the Yankee legend Lawrence Peter "Yogi" Berra remarked, "You've got to be very meticulous if you don't know where you are going, because you might not get there." Similarly, if you don't have an expectation of how long a task is supposed to take, how do you know either you have done it efficiently or not?

Most citizen are conservative when setting estimates for tasks. I have heard a rule-of-thumb that says, "Determine the most time the task could take and then double it." Unfortunately, Parkinson's Law does not favor conservatism. Quite the contrary, even the most conservative evaluation is put to the test.

Another facet of this conservatism is to add a little "padding" to the evaluation to buffer against Murphy's Law. There are two problems with this approach:

The first is that Parkinson's Law will consume the padding, leaving no buffer against Murphy's Law. The second is a little more esoteric. Statistically, Murphy's Law strikes only about three tasks in ten. However, since one does not know in advance which three tasks will fall victim to Murphy's Law, the tendency would be to add some padding to all tasks. For one, this leads to about 70% wasted padding. For another, even with the 30% of the tasks that do need the padding, Parkinson's Law voids the padding.

Therefore, the frugal thing to do is to avoid padding individual tasks but keep aside some time for contingencies.

For any given task, the "true" evaluation is the point where your comprehension of the complexity of the task meets your comprehension of your capability. Let me clarify on this concept. The concept process that creates the evaluation ends with "I can perform this task in so much time." Therefore, the so much time is the point where I can meets this task. If you err on the estimate, it is because you do not understand the task well, or you do not understand your own capability.

An aggressive evaluation is when you challenge yourself to do more. Thought about challenge yourself to perform more. Set a limit between 65% and 85% the original evaluation as the new deadline, and, so that you do not treat this artificial deadline lightly, put about 25% more items on your list and challenge yourself to unblemished everything. Parkinson's Law works in reverse - if you give yourself less time on any task, it will shrink to fit the available time. Of course, as in anyone else, overdoing this will hurt you in the long run. Know your capability and moderately push your limits.

2. Prepare

Preparation is the key to timely completion of tasks. Any task that begins without enough establishment takes longer than required. In some cases, it does not make sense to begin the task if the establishment is not complete.

Preparation may involve any or all of the following:
Place. The area the task will be performed in may wish some adjustments, clearing around or cleaning up of. Some tasks wish working room. Some tasks wish enough lighting, air circulation or temperature adjustment. For example, in the old days of film photography, a "dark room" required extra preparation. The task cannot toddle unless the place is prepared. Parts. These include the any materials that may be consumed while the task (ingredients) and tools used to work on the ingredients (utensils). I used the words ingredients and utensils to invoke the example of cooking. Again, the task cannot toddle without the materials in place. At the least, even if the task could begin without all the materials, it cannot unblemished if some materials were not available. People. Some tasks depend on one or more individuals for action, input, concept or information. Again, if the individual(s) are not available at a crucial point in the task, the task will be delayed. Prerequisites. Some tasks depend on the victorious completion of other tasks. For example, when painting on determined surfaces, it is principal to apply one or more coats of primer. It is not advisable to endeavor tasks out of sequence. Information. This part of establishment could be very principal in determined tasks. Many decisions depend on the availability of information. Without enough or literal, information, the decisions and ensuing actions may even be detrimental.

Preparation for a task may be Thought about a task onto itself. The target task may be prepared for anytime before the task itself begins, but establishment must precede the target task.

3. Isolate concept from Action

There is an anecdote involving the Yankee legend "Yogi" Berra wherein at a principal point in a crucial game, the manager asked him to "go out there and think." Yogi came back without even swing his bat at the pitches thrown to him muttering, "Think? How can you think and hit at the same time?"

It is legitimately very simple. Reasoning gets in the way of doing. If you terminate your Reasoning before you begin doing, you will execute the performance with more discipline and without incurring too many errors.

There are two kinds of thought: determination and creation, i.e. Scientific and artistic. The determination allows you to decide what is to be done, and also to verify your creative process. The creation allows you to decide how you will perform your objective. There are, therefore, three parts to any task - art, science and discipline. For every task, decide what you have to do and how you are going to do it, then do it.

This is a very important tactic to use especially while a crisis. When fighting fires, you are mostly in a reactive mode. It is principal to act swiftly in order to include the situation and decide it. However, to act without concept is a method for disaster, and to think while acting may cause you to trip over your own feet. Therefore, think swiftly and act accordingly.

4. Select Your Distractions

Distraction is a choice. You get distracted not because something external occurs but because you sass the external occurrence. Distractions reduce your productivity. Meditate, integrate and focus on your task at hand and get it done.

Your susceptibility to distractions can be increased due to:
Lack of interest in the current task. It is not always possible to do what you like, therefore try to like what you do. I enjoy narrating this parable about two citizen digging a hole in the ground. A passerby asks them what they were doing. The first replies gruffly, "What does it look like? I am digging a hole in the ground!" The second very calmly states, "I am working on the foundation for a cathedral." The attitude drives your interest in the task. A friend of mine reminded me that some of the mundane tasks we do brings us the income that fuels the rocket ship that will open our dreams. Think of why you do some tasks and your interest will grow. Curiosity. Curiosity has its place and value. Much has been discovered by the citizen who wanted to see what lies beyond that yonder hill. Accord curiosity its rightful respect but keep it away when you are working on a task. While driving along a highway, quite often the traffic slows down because of an urgency on the other side! "Rubber-necking" causes nearly as many delays as the accidents themselves. If you are involving about something, make a note to yourself to look it up later. Not while your task. Attraction or desire for something external. citizen in love commonly walk around in a daze with their concept steadfastly fixed on their objects of desire. Just as it is principal to Isolate concept from performance so that the concept does not get in the way of the action, it is principal to stop extraneous thoughts so that they don't get in the way of the task. As in (1) above, use the current task as the fuel for the rocket ship that launches your dream. The object of desire will become the "why" you do determined things, the inspiration for the action. The rocket will not open without the fuel. The current task is important. Indeed, it is paramount. Too much on your mind. Some citizen bear the whole weight of the world on their slender shoulders. As in (3) above, worries will get in the way of the performance unless the task is the fuel for the rocket that will eliminate the worries. Suboptimal corporal condition. Tiredness, lack of sleep, poor health, stress, etc. Will reduce your capability to focus. Relax before you act.

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