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- 2. Do differently? Life change?
- 3. BEFORE AFTER
- 5. Ideas Common issues Quick relief Big difference
- 6. No one strategy fits all!
- 12. workplace productivity illusions
- 14. I llusions deceive the mind
- 19. Activating event
- 20. CONSEQUENCES Positive Negative Neutral
- 21. ?
- 22. Beliefs
- 23. Beliefs
- 26. MULTITASKING VS PRODUCTIVITY Workbook - Page 10
- 28. MULTITASKING VS PRODUCTIVITY M 1
- 29. MULTITASKING VS PRODUCTIVITY M 1 U
- 30. MULTITASKING VS PRODUCTIVITY M 1 U 2
- 31. Conclusions?
- 32. mastering mindful multitasking
- 33. Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive Excessive
- 34. Excessive? Frequency Duration Intensity Negative impact
- 36. Homeostasis
- 38. Right now…
- 39. Task…96 minutes!
- 40. Interactions!
- 41. conquering mental and physical clutter
- 48. Design Solution
- 49. Design Solution
- 53. “ To make a deep mental path, we must think over and over the kind of thoughts we wish to dominate our lives.” … Thoreau
- 54. where will I put it and how will I find it?
- 55. Reference Items
- 56. Workbook - Page 21
- 58. Choice Overload
- 59. Binary Thinking
- 63. Default Priority - Keep it Simple!
- 64. strategies for accepting the inflexibility of time
- 66. Eliminate
- 67. Delegate Pick the right person Clarify Confirm understanding Set date Confirm date
- 68. Abbreviate
- 69. Speed Reading
- 71. “ It’ll take us 10 years just to get started”
- 72. Basics in your field of expertise?
- 74. the job of a problem is to get your attention
- 75. Breakfast Flock
- 77. Emotional Triggers Anger Sadness Anxiety Confusion
- 78. more better different less
- 79. Meeting Exercise More Better Different Less Workbook - Page 32
- 80. E-Mail Exercise More Better Different Less Workbook - Page 33
- 81. a simple model for creating desired results
- 83. Vision
- 86. Action Plan
- 87. Everybody Somebody Anybody Nobody
- 88. Plan Documentation Workbook - Page 35
- 89. avoiding avoidance strategies
- 90. Avoidance
- 91. Suppression Repression Dissociative (DID)
- 92. Energy Allocation Fight or Flight Immune Cell replenishment Energy replenishment
- 93. people, personalities and productivity
- 94. Workbook - Page 38 Personality Traits
- 95. Policeman Research Scientist Teacher Trauma Surgeon Airline Pilot Salesperson Therapist
- 97. Reward programs Relationships Communication Training $$$
- 98. STEP 1 Blind match STEP 2 Consider current person or candidate
- 100. Revise responsibilities Revise team Training Reassignment or termination
- 102. Upstream Solutions
- 103. After Class Exercise Workbook Page 41
- 104. self-defeating behavior influences
- 105. Strokes
- 110. why most of us look both ways before crossing the street
- 112. Don’t talk to strangers!
- 113. Don’t stick your nose in…
- 114. Children are to be seen and…
- 115. Don’t talk to strangers! DON’T PROSPECT!
- 116. Don’t stick your nose in… DON’T PROBE!
- 117. Children are to be seen and… DON’T BE ASSERTIVE!
- 122. Tape Triggers
- 124. Investigate unexplained emotions
- 125. procrastination: from shiny objects to ambiguous obligations
- 126. Story of Madai
- 127. Focus Focus
- 129. Distractions
- 130. The job of a problem… Procrastination is usually a problem!
- 131. changing bad and ugly habits into good habits
- 134. Diet time!
- 135. Cueing
- 136. Spotlighting
- 137. the final examination
- 138. Chasing Daylight Eugene O’Kelly
- 139. Socrates
- 142. see the big PICTURE be more COURAGEOUS make a DIFFERENCE
- 143. thank you
Editor's Notes
- Before we officially begin…ask questions…imagine medical exam…minor problem…what do…how change…terminal illness…3, 4, 6 months to live? Talk more about in last 10 minutes…right now…let’s get started.
- Welcome! Overall goal…focused, organized, productive. Different people come for different reasons. Stress relief…more done…stay focused. Exactly the kind of things I’m going to focus on today. Name NPEX Credentials
- Let’s talk about a more interesting topic…you! Assume you already have a job. Value-added proposition - List of resources. Excellent distillation. Take longer than we will spend together today to read one book. My job to sort, filter, distill, work with NPEX colleagues. Share in easy to understand/implement format. Why bother? Bad advice, Charmin, ABC, Tyson. Workbook – contact information.
- Selection criteria. Speaking of focus, PDAs, cell phones, thumbs. Workbook – Minimize note-taking/maximize concentration. Fill-in-the-blank. Sit back, relax, listen. Main ideas included, photos trigger memories.
- Diagnostic worksheet. Help you design your approach.
- Puzzle analogy. Pieces first…may wonder where we are headed. I will put them together quickly.
- Stay focused. On time. Questions if we can stay on track. May handle at break or after class.
- What they are? How they influence productivity? The relationship between behavior and beliefs. Lay a foundation for changing self-defeating behavior.
- Not really a tiny bridge or giant hand. It’s an illusion. Magic trick (disappearing handkerchief trick) – optional.
- Is this wine glass really half full of red liquid and half full of white liquid? No…that’s an illusion. Why is it important to talk about this topic? Illusions destroy productivity. They seem like good ideas…but they are bad ideas (multitasking). Most successful…beliefs correspond most closely with reality. Illusion can only survive if you continue to mistake it for reality. They dissolve in the face of reality. Revisit disappearing handkerchief – optional.
- If you want to escape the negative effects of a workplace illusion…disrupt. No new learning. No change in behavior. Stop going down that road.
- ABCs of behavior. Story of Jack, Jill and Steve.
- Encounter with a 4-foot snake
- Back to ABCs
- A stands for an Activating Event (stimulus).
- C stands for Consequences or Response to the Activating Event.
- Something apparently occurs in the gap between A and C. That’s makes different people respond in different ways. What’s usually between A and C?
- B And B stands for Beliefs.
- Why three different responses? Activating Events are interpreted by our existing beliefs. Different beliefs lead to different interpretations. Different interpretations lead to different responses. Jack’s beliefs. Jill’s beliefs. Steve’s beliefs.
- If you want to change response…disrupt current beliefs…upgrade. Change what occurs in the gap between A and C. This ABC analysis help explain one of the grand illusions of life…that we are always in conscious control of our behavior. A-C connections. No longer aware of the B. Okay if B is based on reality, Not okay if B is based on false beliefs. Most unproductive workplace behavior is based on false beliefs. If you are willing to get into your gaps…challenge or disrupt beliefs….easy.
- Let’s do a simple exercise and see if we can disrupt some beliefs.
- Explain exercise 1.
- Letter…switch…
- Number…switch…
- Letter…switch…
- Number… Natural pace. Legible Look up or nod and let me know when you are finished. Ready…go. Explain exercise 2. All letters….switch…all numbers. Do the math.
- Multitasking doesn’t really involve doing two things at once. That’s an illusion. Switching/Reducing Some people believe they get more done…facts don’t support. Define properly, understand cost…reduce 20%. Multitasking is very appropriate at times. Many similar workplace illusions: Busyness, action-orientation, over-controlling. Look for signs – frustration, failure, patterns of stress. Recognition and awareness are as important as physical actions.
- Help you recognize the signals of unproductive behavior. Understand a major biological influence that inhibits behavior change. Suggest a couple of deliberate practice exercises that will help you become a mindful multitasker.
- Beyond: Acceptable Proper Usual Necessary
- Drawing the line between productive and unproductive behavior. Use the same signals many therapists look for to determine normal from dysfunctional behavior. One major factor is excessiveness – beyond what is considered acceptable, proper, usual or necessary. Four Signals: Frequency Duration Intensity Negative impact If these signals exist, the behavior might be worth looking into.
- Mindful multitasking means you clearly understand what we learned in the last segment: Switching Reducing productivity Mindful multitasking is acceptable and appropriate at times. As a practical matter, it is unavoidable.
- Remember A-C and the Gap from last segment? Certain biological systems, especially components of your nervous system, simply do not like change. Homeostasis Generally tolerate minor and gradual changes. Strongly resist major, sudden changes. Frog in the pot (photo page 13 of workbook). Success breeds success. Repetition is the absolute key to success.
- Talk about step to take if you want to change behavior. Challenge old beliefs. Replace with new beliefs that support new behavior. Implement some form of deliberate practice. Use golf analogy to explain deliberate practice.
- Shifting to a focused state of mind. Set up a personal ritual. Like golfer, basketball player. Use green stone as a cueing device. Mentally assign a self-talk statement – “Right now…” Hear the statement in the present tense. Working on task…spreadsheet…writing a report. Interacting with a client. Now…two specific deliberate practice activities (task, interaction).
- Working on task. Old belief – Get more done when I multitask. New belief – Cut back 20% and free up almost 6 weeks. Block out 96 minutes a day and try this. Try for 30 days. What people say who try this. Get more done Feels great, don’t want to quit after 96 minutes
- Personal Interaction Old belief – They won’t care or notice. New belief – They deserve my full attention. Make a list of important people. When you encounter someone on the list: Frame face Listen as if you will have to summarize. Expand list to everyone. Don’t worry about minor or occasional lapses. Bottom line – Don’t have to give up multitasking.
- What happens in brain when you form a new habit. Learn about something called design solutions. Combine these two pieces to develop a clutter-conquering habit.
- Let’s talk in general about pathways. People generally choose a path if it is available.
- Different pathways lead to different places. Want to go. Don’t want to go. Understanding where it will take you is helpful (for example, understanding where multitasking will take you and understanding where mindful multitasking will take you).
- Use or lack of use makes a huge difference in whether or not people choose a certain pathway.
- People generally choose the pathway most traveled. Especially in view of the snake story we discussed earlier. Now, let’s make some comparisons to the brain and nervous system.
- The brain also has pathways called neural pathways. Our behavior is determined by neural or electrical impulses traveling through neural pathways. You don’t do anything until neural impulses travel through certain pathways in your brain and, in effect, issue behavior instructions. Different pathways lead to different kinds of behavior. One pathway to productive behavior One pathway to unproductive behavior
- Use or lack of use can and does change the likelihood that an impulse will choose a certain neural pathway. Brain pathways are not fixed. Neuroplasticity. This brings us back once again to the fact that repetition is the key to success if you desire to alter neural pathways (change behavior) and from a biological point of view, disrupting beliefs means altering neural pathways. Observations: A strong neural pathway is like a well-worn pathway through the woods. Pathways are created and diminished with use. Strong neural pathway is the biological foundation of a habit. If you want to change a habit, set up a repetitive process to create a path.
- Remember, the goal of this segment is to help you eliminate clutter. We’ll use something called a design solution to encourage repetitive clutter-eliminating behavior. Buckminster Fuller quote and the photo illustrates a design solution. Make it easier to cross the raging river. For example, build a bridge. Make it easier for people to behave in a certain way.
- Now let’s put the mental pathway lessons and the design solution lessons together. Set up simple filing system to encourage sound capture, storage and retrieval habits. Similar to the system in your kitchen. Use hanging files instead of drawers and cabinets. Makes it more likely that you will put things away (like in the kitchen). Makes it easier to find things when you need them. One your capture, storage and retrieval habits are well formed, feel free to abandon these hanging files and use any resource you prefer, including technological resources. Getting organized is primarily about making good choices and decisions. Quickly.
- The 5 x 5 mental pathway. Five broad categories of incoming items. Five productive actions. Avoid stacking, stuffing or spreading.
- Control point drawer: Follow-up forms 1 to 31 files January to December files Others if you'd like How long is long enough? Until you are in the habit of checking these files within one minute of getting to work everyday. That's it!
- Easier to get things back in order. Repeat the behavior long enough to form good capture, storage and retrieval habits. Get clutter out of your work environment and off your mind. Switch to higher tech solutions when you feel time is right.
- Interesting quote by an interesting thinker. Let’s go to the next section and talk about a design solution for reference file items.
- Help you keep up with reference items. Minimize frustration and avoid wasting time looking for things. 20 minutes to 2 hours. Losing important documents or other items is not an uncommon event at work.
- Clarify what I mean by reference item. Might want to refer to it in the future. Further action required on your part…near future. Versus no further action now or in near future. Make it easy to find them when you need them. Documents Books Binders Media
- Need three things: Container or place to store Software Simple process Set up simple worksheet or word processing table. Describe location Key words for search Explain sample book system Explain sample document files system
- Adopt a binary state of mind when prioritizing your workload. Learn a simple process for prioritizing your daily workload. Learn tips for evaluating alternative priorities. Establishing a default priority.
- Paradox of Choice comments.
- Reduce your choices. Preferably to a choice between two items.
- 1 to 31 file prioritization solution.
- Binary thinking: Find out what the person interrupting wants. Only two choices: What they want is more important. What you are doing is more important.
- Impact? High, Low or In Between? Time? High, Low or In Between? Difficulty? High, Low or In Between? Cost? High, Low or In Between? Work on: High impact, short timeframe, easy, low cost items whenever you can. If not possible, break things up!
- What is the most important thing you should be working on in the next 24 hours? Keep it simple and clear. Use this to compare to all other demands on your time and energy.
- Help better understand the inflexibility of time. Discuss three strategies for dealing with work overloading. Discuss a long-term strategy for eliminating many workplace productivity problems.
- Time: Earth’s rotation Atomic clock Difference Leap second Time does not vary Therefore, must address the workload Henry Kissinger quote
- Make a list (sometimes this is enough to solve problem) Delete 80% of the items on the list
- Slides are self-explanatory
- List some of the previous ideas we have covered: Reduce multitasking by 20% Eliminate clutter Learn to prioritize workload quickly and accurately Go over the speed reading technique….see next slide.
- Use finger as a guide to accelerate speed and improve comprehension.
- 10 Year. 10,000-Hour Rule Anders Ericsson’s research The New Brain by Richard Restak, chapter 2 Outliers by Malcolm Gladwell
- Becoming a physician is a good example of the application of the 10 year rule.
- What are the basics in your chosen field?
- Who are the experts in your chosen field?
- Shift mental attitude toward encountering problems. Discuss a few problem-solving approaches.
- Breakfast flock story.
- Jonathan Livingston Seagull. Passionate about flying. Food is no problem for JLS.
- How to know when it is time to address a problem. When you notice a pattern of these emotions. This is a very productive use of your emotions.
- If you can’t think of another way to approach the problem – try these four approaches. Or a combination of these approaches. Pay closest attention to less. Relate this to the speed-reading idea in the previous module.
- More – Should we meet more often (maybe shorter meetings)? Better – Should we better clarify the purpose of our meeting? Different – Can we accomplish the same thing using a different process (phone call, email, webinar)? Less – Should we meet less often? Should more people attend? Should fewer people attend? Should we select better attendees? Should we eliminate some of the attendees?
- More – Should I check them more often for shorter periods of time? Better – Should I set up better filtering devices? Different – Should I communicate with some people in other ways? Less – Should I reduce the number of people who have access to my e-mail address?
- Show you a model for creating desired results. Learn how to use it on projects and to manage others.
- Overview of the components of the model. Vision Current Assessment Action plan
- What things look like when everything is going right. Grocery store story. Puzzle illustration.
- Puzzle analogy
- Pilot make the decision to load fuel on board. Thinks destination is 2,000 miles away…actually only 500 miles. Waste Thinks destination is 500 miles away…actually 2,000 miles. Crash
- Specific, measurable steps to close gap between Vision and Current Assessment.
- Only four employees
- Category Description Responsible Date Sorting
- Why people default to low value activities? Explore high cost of doing so. Suggest options.
- Related to what psychologists call defense mechanisms. Three primary psychological defense mechanisms: Suppression Repression Disassociative (dissociative identity disorder – formerly multiple personality disorder)
- Suppression – Consciously pushing out unwanted thoughts (you are aware) Repression – Unconsciously pushing out unwanted thoughts (not aware) Dissociative – Dissociative Identity Disorder (Multiple Personality Disorder - NOT WITHIN SCOPE OF COURSE). For example – defaulting to e-mails when you have much nor important things to do. Or: Web-surfing Socializing Text messaging Anything that distracts you from your main priorities Payoff? Immediate – relief (makes you feel good) Cost – Extremely high!!
- Energy allocation: zero-sum game Fight or Flight (sympathetic) Immune Cell replenishment Energy replenishment Consequences of imbalance of energy use? Reasons for avoidance: Don’t know how Find undesirable Options – Don’t know how: Clarity Job of a problem process Ask for help Undesirable – Sonner rather than later or delegate…next segment
- Understand how personality traits influence productivity. Four job-critical traits. Explore ideas to minimize or eliminate mismatches. Personality – Collection of traits. Different people respond to world in different ways. Continuums: Control Interaction Task/People Approach to activity (spontaneous – methodical)
- Discuss continuums and information in boxes above.
- Discuss how different jobs call for different traits.
- Consequences of a mismatch.
- Other consequences and implications.
- Match or mismatch?
- Other consequences and implications.
- Or…ignore!
- Other consequences and implications.
- Psychological strokes Three stroke patterns What is a stroke? How do they influence development of personality and adult behavior.
- Stroke – a basic unit of human recognition and social interaction. Hallway story. Stimulus and recognition hunger. Physical and mental health. Baby story After walking – seek next best substitute Ongoing, lifelong quest Sets up behavioral patterns.
- General info on strokes: All strokes have the potential to influence behavior. Mix in unconditional and you are usually okay. In the absence of positive strokes…humans will seek negative. Predominant pattern. All strokes are not equal – stroke value.
- Performance-Oriented: Expectation or condition is attached. Stroked when you perform. Rules are clear (for how to get strokes). Grades Athletic performance Mastery of musical instrument Etc. Consequences – may be: Workaholic, excessive busyness, activity Unrealistically high standards Individual performance-oriented Remember – the rules are clear…for the next stroke pattern, performance is expected but the rules are not clear.
- Accommodation-Oriented: Expectation or condition is attached. Stroked when you perform. Rules for getting strokes are unclear. Consequences – may be: People pleasers Class clowns, office joker Avoid conflict, controversy Indecisive Needy Overly sensitive to criticism Often unhappy
- Conformance-Oriented Must conform to family tradition/heritage or you will lose strokes. Consequences – may be: Indecisive A person with a “don’t rock the boat” mentality Resistant to change Inclined to strictly informed policies and procedures Have an entitlement attitude Like atoms, the building blocks of your personality and behavior patterns. Stroke patterns are often the root causes for unproductive behavior. Understanding strokes will help you understand the next segment - tapes
- Process of memory encoding. Creation of something called behavioral tapes. How childhood memories create tapes that persist into adulthood. Sometimes limit productivity and success.
- Two-track recording. Facts Feelings associated with the facts Hippocampus – Facts Amygdala – Feelings Two components are strongly linked Sets up future triggering of feelings that resurface and influence your behavior. Let’s talk about an example…
- Discuss implications of the fact that different memory encoding structures mature at different times.
- Amygdala ready to go at birth Hippocampus not mature for several years Feelings strongly recorded Facts may be “fuzzy”
- Photos – creation of a busywork tape Discuss some common tapes that influence productivity. Not good enough Perfectionist Love me all the time Can’t say no Can’t do it alone Can’t trust others Show me how Don’t need help
- Tape triggers, what did I recently: Touch? Taste? Hear? See? Smell?
- What am I feeling?
- Say yes…really want to say no. Say no…really want to say yes. These tapes must often be addressed before other strategies will work. Maybe you need help, maybe you can work it out on your own In any case, you need to be aware of the influence of tapes.
- Talk about the granddaddy of all productivity killers – procrastination. Shiny Objects Lack of clarity Minimize it…probably can’t eliminate it.
- Tell the story of Madai Procrastination – undesirable gap between intentions and actions. Two good reasons to explore: Personally Help others
- When in doubt – seek clarity. You wouldn’t tolerate lack of clarity in a movie. Why would you tolerate it at work? Harris Interactive Survey – 37%
- Too difficult Too unpleasant Too boring Loss of self-control under stress (thinking versus feeling brain) Default Think Good habits
- Stay focused…don’t get distracted by the workplace equivalent of shiny objects.
- Skill? Area of knowledge?
- Why people fail to follow through with their intentions. Conflict between overlapping brain functions. Set up strategies to compensate for overlap.
- Intellectual guidance system – helps you understand and respond to things clearly and logically. Make rational decisions and control impulsive behavior.
- Primitive Guidance System – Detect and react decisively to danger, threats and opportunities. No mechanism in place to make sure the two systems work together for your benefit. IGS – Intelligence, no power PGS – Power, no intelligence. In a struggle, which system usually wins?
- IGS – I’m going on a diet. Cut back on food! PGS – This person is starving! Hormones 10% loss and stabilize. Homeostasis.
- Solution – Cueing device Alarm clock Seat belt light Like warning lights on your dash. Remind you of what you should be doing.
- Develop right inner-voice message to remind you of your intentions Identify or create a cue Find a way to make sure you will be exposed to the cues MotivAider Many more ideas in the book Following Through Let’s get back to my story about having 6 months to live…
- Not a typical exam Tell you about Gene 100-day Final Examination Survey of people in 70s and 80s – What would you do differently? Summarize Main Points Q & A if time permits
- Tell the story of Eugene O’Kelly
- “An unexamined life is not worth living” Slow down and examine your life. Goal is not to get the most…it is to get the best out of life!
- Examine your life, ask questions…get yourself in a position where you can joyfully participate in life.
- The Power of Purpose, Creating Meaning In Your Life and Work by Dick Leider Survey: If you could live your life over, what would you change?
- Go through the summary if you have time and then make the final suggestions (see script) and point to this slide. Bring up next slide – “Thank you”