Clear Your Head

Arjan Zuid­hof is a guest author and effi­ciency coach based in the Netherlands.

Pre­par­a­tion:

  1. Have pen­cil and paper ready.
  2. Make sure you’re in a quiet place without danger to be dis­turbed before read­ing on.

http://www.flickr.com/photos/tza/3214197147

This is a simple yet power­ful way to get all those plans and ideas that are buzz­ing around in your brain all day long under con­trol. These thoughts are con­stantly dis­tract­ing you, pre­vent­ing you from mak­ing short– and long-term plans.

Truth is: they can’t help it, it’s you that haven’t decided any­thing about them that will make them keep nag­ging you. What you need is a reli­able external sys­tem to get them out of your head.

One of these com­pletely reli­able sys­tems is David Allen’s Get­ting Things Done (GTD) sys­tem. But it takes at least a month to read the book and start mak­ing this method our own. We don’t have that long right now.

There a huge issue with all those loose ends circ­ling around both in your head and head­ing your dir­ec­tion from the out­side world. You will be reminded about the stu­pid­est things at the least expec­ted moment. Even worse: don’t do any­thing about them, and they will finally just dis­ap­pear. Too bad, because while most ideas have no future value, some of them are real gems. One of them might even change the world. So make sure you do some­thing with those gems! How? Read on …

Start Writ­ing

Grab that pen and paper that have so patiently been wait­ing next to you. Dur­ing the next ten minutes you will start to write down lit­er­ally everything that’s in your head. This will range from small actions that need imme­di­ate atten­tion up to big future pro­jects whose impact you can­not yet even fathom. It doesn’t mat­ter what it is, once it’s writ­ten down it will be out of your head. Things you might encounter:

  1. Clean­ing up the backyard
  2. Find a good school for my kid
  3. Improve my jobskills
  4. Learn how to use Prezi instead of Power­point for presentations
  5. Write an ebook about … (fill in your specialty)
  6. Update your daily administration
  7. Empty your e-mail inbox
  8. Pre­pare present­a­tion for quarterly meet­ing next week
  9. Get XYZ pro­ject back on track with Isaac and Charlie
  10. And so on, and so on.

Don’t spend any time think­ing about those weird things you’re jot­ting down. What you’re going to do with them later is irrel­ev­ant now. By the way, did you notice that most things on the list above — apart from items 6 and 7 — are big­ger things than just 1 action? In GTD-speak they’re called pro­jects, “all desired out­comes that take more than one action to com­plete” or goals. Goals are good, but can not be acted on imme­di­ately. They need to be made more spe­cific, and nor­mally fol­low the route from defin­ing pro­jects first and actions later.

Now start writ­ing. Take your time and keep writ­ing, until your head is com­pletely empty. If ten minutes of frantic writ­ing are not enough, hold on. Later you’ll thank your­self! OK, there we go, I’m wait­ing for you …

Ready? When everything went accord­ing to plan, you now have an impress­ive list in front of you. Full of action­able items, pro­jects and the more fuzzy goals. With less than 30 points you either have an extremely laid­back life or cheated. In the lat­ter case: maybe write a little more? Until the num­ber approaches 50 or even 100 you’re prob­ably not done yet. This only works if your head is really clear of every loose end — you will know when you’re done.

What you have achieved now is that everything is in a trus­ted sys­tem out­side your head. Now it comes down to the most import­ant thing: really doing some­thing with this inform­a­tion. First look at things that can be done in one step: your actions. These go on an action list, to be done the moment you are ready for them. The rest of your items are either pro­jects or goals. Put them on two sep­ar­ate lists, and keep them current..In the future, these lists make it easier for you to focus on what’s requir­ing your atten­tion now (pro­jects) and to check whether your actions are in line with where you’re head­ing in life and work.

Bonus Tip

Over­whelmed by a huge pro­ject list? Do not shoot the mes­sen­ger  ;-) this is all your stuff. Who says you are required to com­plete the entire list? Take a crit­ical look at the pro­jects that don’t give energy and that you can elim­in­ate without risk of get­ting in trouble. Be hon­est, there’s more to be deleted than you think. You are your own judge.

A waste of time, all this list­mak­ing? On the con­trary! You have found a way to get those loose ends out of your head. This will give a tre­mend­ous amount of energy and focus. From now on you’re doing only things that are import­ant to YOU. It’s hard to come up with a bet­ter timesaver than that, I’d say.

Good luck clear­ing your head. Did it work? Share your exper­i­ences below.

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Snakes and Corporate Ladders

The career path of a man­ager on her way to the board room is full of unex­pec­ted sur­prises. It might some times even feel like you are play­ing a game of Snakes & Lad­ders, the pop­u­lar children’s board game.

At Hypo­thet­icorp we have cre­ated the ulti­mate career sim­u­lator for a bit of fun and games. Who will get to the board room first? Down­load the pdf file and play our Snakes & Cor­por­ate Lad­ders game and find out whether you will make it all the way to the board room.

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Managing Ambigiously

A little while ago I was asked how well I handle ambi­gu­ity. My impuls­ive answer was that I prefer to resolve ambi­gu­ity by ana­lys­ing the situ­ation. I answered from the per­spect­ive of an engin­eer – using reason and logic to resolve the ambi­gu­ity inher­ent in real­ity. I did not real­ise at the time that this was the ‘wrong’ answer as I was expec­ted to embrace ambi­gu­ity and seek oppor­tun­ity or some­thing fuzzy like that.

Philo­soph­ic­ally the world is ambigu­ous, e.g. light is sim­ul­tan­eously a wave and a particle; eth­ical judge­ments are rel­at­ive and based on cul­tural pref­er­ences and the notion of abso­lute truth is philo­soph­ic­ally unten­able. How­ever, our brains are wired to resolve ambi­gu­ity. As soon as we observe light it will col­lapse into either a wave or a particle and within a given cul­ture, eth­ics are pretty much abso­lute. Inside a par­tic­u­lar frame of ref­er­ence there can be only one truth. The most effi­cient tool to resolve ambi­gu­ity is reason. But reason itself has its lim­it­a­tions and some­times ambi­gu­ity remains no mat­ter how much we ana­lyse the situ­ation. It is at those point that intu­ition comes into play.

Man­age­ment is a frame of ref­er­ence in which ambi­gu­ity in most cases needs to be resolved. Cus­tom­ers don’t appre­ci­ate organ­isa­tions that are ambigu­ous and require pre­dict­able qual­ity. Ambi­gu­ity in pro­cesses also means a busi­ness is not work­ing effi­ciently as employ­ees need to spend time assess­ing each situ­ation in order to make a decision.

Man­age­ment the­or­ist David Wilkin­son argues that lead­ers need to embrace ambi­gu­ity in order to ini­ti­ate change. This is cer­tainly true, but only to the extent that recog­ni­tion of ambi­gu­ity is needed to be able to gen­er­ate pos­sible out­comes and the manager’s abil­ity to recog­nise the best solu­tion. A pref­er­ence for res­ol­u­tion of ambi­gu­ity does not pre­clude tol­er­ance for vague situations.

Suc­cess­fully man­aging a busi­ness is based on being able to make clear decisions. Without clear decisions a busi­ness will not achieve its object­ives but without a recog­ni­tion of ambi­gu­ity a busi­ness can not evolve.

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Wage war on your inbox

This year it was forty years ago that the first e-mail was sent, start­ing a double-edged revolu­tion in com­mu­nic­a­tion. Most of us are bom­barded by mes­sages each day, their in-boxes over­flow­ing into an uncon­trol­lable tor­rent of inform­a­tion, action requests and trivial mat­ters. An over­flow­ing full in-box ser­i­ously under­mines your effect­ive­ness. A full in-box is stress­ful as there is always this pile of stuff to deal with.

Pro­ductiv­ity gurus such as David Allen have developed meth­ods to help us deal with busy lives.1. Oth­ers, such as Mer­lin Mann, stated the Inbox Zero website.

The best method to man­age your in-box in inspired by bat­tle­field medi­cine and the prin­ciples of triage. Triage is the pro­cess of determ­in­ing the pri­or­ity of treat­ment for the wounded based on the sever­ity of their condition.

To be able to man­age your inbox and achieve the goal of a zero inbox you should apply ruth­less triage on every e-mail that come across your accounts.

  • Archive: Any­thing that con­tains inform­a­tion for future ref­er­ence — save the mes­sage some­where out­side your in-box.
  • Del­eg­ate: If you have the lux­ury of being able to del­eg­ate, do so.
  • Respond:
  • Defer: If it does not have to be done imme­di­ately, place the e-mail in your action list or cal­en­dar. Don’t use your in-box as an action list.
  • Do: If it takes less than a few minutes, just get it done.
  • Delete: Any­thing that does not require fur­ther action should be removed from your in-box.

Six simple prin­ciple to min­im­ise the amount of stuff in your e-mail accounts. Be ruth­less like a bat­tle­field sur­geon. Our resources and time are lim­ited and apply­ing these simple prin­ciples a few times a day will help you keep your in-box clean.

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Notes
  1. David Allen (2003). Get­ting things done: The art of stress-free pro­ductiv­ity. New York: Pen­guin. []

Pigeons and Gambling Addicts

A lot has been said lately in Aus­tralia about new rules to com­bat prob­lem gambling. Spe­cially slot machines, poker machines, or whatever they are called in your coun­try, are caus­ing fin­an­cial prob­lems for many people around the globe. These machines are pro­grammed to be addict­ive as they tap into found­a­tional psy­cho­lo­gical mechanisms.

Fol­low­ing the the­ory of instru­mental con­di­tion­ing, our beha­viour is motiv­ated by rewards and pun­ish­ments. This is the basic mech­an­ism used to edu­cate chil­dren, the infam­ous car­rot and stick approach.

With a poker machine, every time we press a but­ton there is a pre­defined, albeit unpre­dict­able, prob­ab­il­ity that we are rewar­ded for that beha­viour. In instru­mental con­di­tion­ing this is called a variable-ratio sched­ule of rein­force­ment. This method has proven to be very addict­ive. Even anim­als in exper­i­mental situ­ations have been seen to become addicted to the con­di­tioned behaviour.

Watch the video below to see how gambling oper­at­ors tap into non-rational drives to make us addicted to gambling.

Should the design of poker machines be changed to intro­duce a less addict­ive rein­force­ment schedule?

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