110 STASHED IDEAS
A perpetually rushed state can cause chronic stress, which can weaken your immune system, and interfere with your sleep and energy levels. It can also make it challenging to stay focused, which may affect your work performance.
The constant feeling of urgency can draw us away from meaningful relationships. We lose patience with those who move slower and struggle to stay connected and empathetic, ultimately leading to conflict and fallouts.
It is characterised by continuous rushing and a sense of urgency, even if there is no need for it. You may be racing to cross items off your to-do list, multi-tasking, or feeling agitated if you are slowed down.
Hurry sickness is part of the broader Type A personality complex, according to professor John Schaubroeck. If you are always in a hurry, you're also likely to be driven to achieve small outcomes, be competitive, and impatient.
The brain needs ready access to the information, plans, and procedures it will be using to solve complex problems. This collective task knowledge is known as a task set. But the task set is not always immediately available.
Returning to a hard task comes with a 'restart' cost where we first have to spend time and mental effort getting back into our task before making progress. It is then essential to create time and space for hard tasks.
When we multitask, the tasks use shared cognitive resources, such as working memory, It makes the tasks compete for the shared resource and interfere with one another.
Most of us like to multitask thinking that it is keeping us working efficiently, however, many studies are believing the contrary.
Context switching is a factor that keeps us from performing at our best. When given multiple projects, staying in the zone is harder than one thinks. If you're always switching you'll always miss a lot of effortless productivity.
Spending too much time on planning and editing is not an ideal way to work. As much as possible we want to be efficient with our time so that we won't lose the momentum of focus.
Procrastinating is frustrating. To lessen this try this method and see if it works out for you:
Laser mode happens when your attention is truly focused on the present: you’re in the flow, meaning you are fully engaged, and immersed in the moment.
The key to getting into Laser mode and focusing on your Highlight is to defeat distraction. To do that, make distraction hard to access. When distractions are not accessible, you don’t have to worry about willpower.
Take control of your time by choosing where you direct your attention. And your daily Highlight is the target of that attention.
Principles for picking your Highlight:
Make Time is a framework that can help you create more time for the things you find important, in 4 steps, repeated every day:
When you don’t take care of your body, your brain can’t do its job.
Take time for daily reflection: did you made time for your Highlight? How well you were able to focus on it? If you fail at first, don’t be hard on yourself when you fail. Use your notes to Give it time and use the notes improve your process.
As offices got shut down all around the world, all the inefficiencies in the present systems and the haphazard work models got amplified.
The humble inbox became a repository of everything that is pending, with many not even knowing what all needs to be done, leading to overload and chaos.
Various organizational tools, production methods and other ways towards efficiency appealed to the logical mind, but slowly it dawned to many that the basic concept of these systems were the industrial processes themselves, and just a reusing of repetitive, mechanical motions, repackaged for knowledge workers.
These systems, however logical and appealing they looked, were not aiding productivity even though it seemed like that on the surface.
Most productivity methods do not address a fundamental problem: How work actually unfolds in an organization.
They essentially limit themselves by seemingly providing a great organizational tool to an individual, not taking into account the cumulative negative effect it has on the entire group, and the additional work it creates for the other individuals.
In the 1950s, work shifted from being labour-intensive towards being mind-intensive and eventually started to overload people’s cognitive abilities.
This led to the personal productivity boom, and books like ‘Getting Things Done’ and many others were hugely successful, as managers, professionals and knowledge workers tried to be productive while juggling their work and personal life.
A productivity method called ‘Inbox Zero’ by Merlin Mann, a productivity hacker and creator of many other productivity tools like 43 folders, became a rage in 2007. It was based on the fact that all email should be answered or categorized until the inbox has zero emails left.
While sounding great, this personal productivity method actually increased a person’s email, leading to a circular path of pseudo-work: replying to the endless email.
What organizations need to develop is a system that externalizes tasks, with virtual task boards that specify who is working on what at any time, along with the current status.
Optimization on a large scale only becomes possible when transparent data is there for each team member's workload.