TIME MANAGEMENT

di John Farrell ecademy

Un testo davvero interessante sulla gestione del tempo e sulle sue ripercussioni nelle realtà lavorative delle aziende.

Grandezza caratteri: piccoli | medi | grandi

When life gets too much, the present situation untenable, with a future that struggles to envisage a better time, stress and dis-ease normally follow.

The world is moving faster just when you think you understand web 2.0, web 3.0 is unveiled, just when you got used to the 'Information Age' the 'Conceptual Age' comes along.

In business as well as life it's no longer enough to accept change, but rather to become proactive. The format for education worked well for the 'Industrial Age', today, in the later stages of the 'Information Age' we are struggling to deal with the 21st century technology and information over load. Every individual undergoes lifestyle tension, they cope, but few cope effectively and over time that coping becomes part of who they are, stressed and 'time short'.
A WHO study found that non-communicable diseases cause over 66% deaths and one of the leading causes was stressful lifestyle.

In the United Kingdom (UK):

  • 40 million days are lost each year in workplace absenteeism
  • 13.4 million working days are lost to stress, anxiety and depression
  • 93% of employees cite colds and flu as their reason for being away from work
  • £11.5bn in 2002 was paid out in wages to absent employees and on additional overtime and temporary staff cover

When employees are coping, when they are working because that's 'what they do' rather than 'who they are' we see the results in performance and attitude. In practical terms the results we see manifested daily are:

  • An attitude of indifference at work
  • Lack of responsibility/accountability
  • Absenteeism
  • Irrational behaviour / response towards subordinates/clients
  • Procrastination /escapism (missing deadlines)
  • Depression (self victimization)

(L'articolo continua sotto al box in cui ti segnaliamo che alla collana di libri QualitiAmo si è aggiunto un nuovo titolo).

LA COLLANA DEI LIBRI DI QUALITIAMO

"La nuova ISO 9001:2015 per riorganizzare, finalmente, l'azienda per processi" - Si aggiunge alla collana dei libri di QualitiAmo il primo testo che svela i segreti della futura norma.
Dalla teoria alla pratica: il secondo lavoro di Stefania Cordiani e Paolo Ruffatti spiega come migliorare la vostra organizzazione applicando la nuova norma attraverso i suggerimenti del loro primo libro
(Vai all'articolo che descrive il nuovo libro)

"Organizzazione per processi e pensiero snello - Le PMI alla conquista del mercato" - Da una collaborazione nata sulle nostre pagine, un libro per far uscire le PMI dalla crisi.
L’ideatrice di QualitiAmo e una delle sue firme storiche spiegano come usare con efficacia la Qualità.
(Vai all'articolo che descrive il primo libro)

It is the mindset that created the present discomfort, its beliefs and patterns that preserve it. New thinking patterns need to evolve, understandings that over come these problems, blocks or limiting beliefs. However the evolved thinking patterns will also manifest future problems. These are the systemic patterns that our human mind has evolved to develop, learn and grow as a race. Which is now causing the stress and time pressure.

The 'Information Age' challenges us with more. With more knowledge we have more options to look over and more variety to choose from, we need more information and we end up going in circles. Barry Schwartz says in The Paradox of Choice, as we face more and more options, "we become overloaded…. Choice no longer liberates, but debilitates. It might even be said to tyrannize."

So how can we discover what our systemic patterns are that drive us and where we find our sense of commitment and determination. The challenge is that simply asking questions will get a conscious, logical (left brain education system) answer, which is how we got in this mess in the first place. Our thoughts and ideas generate momentum, our opinions and attitude guide our conviction and emotions but for commitment and determination we look to beliefs and values. The clearer you are about what you value and believe in, the happier and more effective you will be.

Beliefs

Beliefs are about 'how we think things really are' based on our experience. Our assumptions and convictions from experience are what we believe about our present self and the world around us. This makes us equipped to handle complex new situations that we have not already experienced. Beliefs are steeped in habits, culture and traditions and they constrain us adapting to a fast changing world.

Values

Values are the beliefs we have about 'the way things should be'. Values are deep convictions and not something easily worked with in a simple conscious brained activity. The way people should behave, the way the company should perform especially in terms of qualities such as honesty and integrity. Values give us meaning in our lives.
When our work life mirrors our values we can discover a less stressful life, balance and access our creativity in the conceptual age. When we begin to comprehend our real values one of the major stresses we becoming aware of and can effect is time and time management.

As we move into the 21st century time is being swallowed up in doing things, we struggle to fit everything into our day. But time hasn't changed there are still 24 hours in a day? Remember being told that technology would give us more time, especially leisure time. What's happened to all that free time, stress builds as we are pulled in opposing directions, guilt of neglecting family and spending more time at work, to much to do and to little time to do it in.

Our education system was designed to cope with the coming off the land and into factory production workhouses. Our minds, educated for the industrial age are struggling with technology of the 21st century, are we prepared as we leave the 'Information Age' and enter the 'Conceptual Age'. Speed, smaller, faster, upgradeable (every year) our lives, once separated into defined areas home, work etc start to lose their boundaries and are becoming blurred. Until the 90's time was easier to define, work was a place we went to, time was measured by where we were and what we were doing. We had particular places that were activity defined, the lounge for relaxing the kitchen or the factory floor for working, time was easily defined and controlled but this has changed dramatically.

Today, work is no longer a place we go it's a state of mind to and our free time and work time overlap.

Technology allows us to work almost anywhere at anytime. More and more people are working from home, further blurring the line between work and home life. We require a more flexible approach to work but that requires a change of mindset. In the 21st century our time is more fluid but we should be able to be live with less stress and exhaustion. By integrating our lives, work social and home time can work for us and we can find the time.
Who you are is reflected in how you spend your time, where you are and what you're doing are symptoms. By recognising priorities and values, time changes, it's not how to do things faster or better, rather, "is my time in alignment with who I am" (my values). Has clearing the desk of clutter (a 'what' or symptom) ever saved time in the longer term?

The work/home model once worked for time management, as boundaries decay today's new model must reflect this to better help us cope with a 21st century life styles. Where and what ever the activity a change of focus is needed, from task/location to one of values and performance.
This change of mindset to values and performance entails looking at self-awareness, and personal responsibility. The present coping strategies have been well ingrained, a change of mindset isn't easy, quick fixes aren't going to last because they treat the symptom. There are a myriad of theories and courses that tell you what you should be doing, and what it will be like when you get there, but the only one that really knows is you.

'The individual knows what is meaningful to them and what they need in order to heal themselves and grow. … reflection and self-actualisation are necessary to becoming an authentic person'. Humanistic psychologist, Carl Rogers (1965) Emergent Knowledge is a process that is client lead, allowing the individual to grow and begin to discover their authentic self their own way through value awareness. Before coaching goals and vision, before Time Management Principles, tips and techniques you have to define what are your beliefs about the way things should be. Changing your mind set or your thinking systems isn't simple but the method and outcome is unique to you. When we use a one method to fix all (facilitator led), we disempower. Integral theory and Emergent Knowledge work on people related issues, systems and ways of life that work. Starting with values, once you begin to understand them your perceptions of life change and so your interaction with yourself and others change. Some of the benefits that can develop are a more encompassing understanding of yourself and your future and an awareness of your personal strengths and abilities.

By recognizing the significance of the contribution of human factor to our business we can evolve to a new level of performance. In business having team members discover their individual vision and growth and alignment with that of the organization empowers them. The sum of the team (empowerment) becomes greater than the individuals in it and that's benefits the business. Employee empowerment and focus becomes performance orientated and there is a subtle change in time management. With the perception of time management altered stress changes, costs in real and social terms are reduced.

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