The document discusses the urgent/important matrix, which categorizes tasks based on their urgency and importance to help effectively manage time. It emphasizes the necessity of prioritizing important tasks that align with personal or professional goals over urgent but less critical activities. Strategies for managing urgent tasks and minimizing distractions to focus on what truly matters are highlighted, along with a quote from Eisenhower regarding the distinction between urgent and important tasks.

1. !mportant
Urgent!
The
Matrix zen
Danielle Nocon

2. Do more

3. Important
Not Urgent
Urgent
Important
Not Important
Urgent
Not Urgent
Not Important

4. !mportant
Activities
further your
goals.

5. Urgent! Activities
demand
immediate
ATTENTION!

6. What is important
is seldom urgent
and what is urgent
is seldom important.
Dwight D. Eisenhower

7. Important
Not Urgent

8. Important
Urgent

9. Urgent
Important

10. Urgent
Not Important

11. Not Urgent
Not Important

12. Bibliography
Reynolds, Garr. Presentation Zen: Simple Ideas on Presentation Design and Delivery. 2nd ed. Berkeley, CA: New Riders, 2012.
“The Urgent/Important Matrix: Using Time Effectively, Not Just Efficiently.” Mind Tools. Retrieved from http://www.mindtools.com/pages/article/newHTE_91.htm.

13. Image Credits Slide 2 Kurume Azalea Bonsai in Bloom (in training since 1982), US National Arboretum by Sudhirpv [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0/)], via Wikimedia Commons (http://commons.wikimedia.org/wiki/File:Kurume_Azalea_Bonsai_in_Bloom_(in_training_since_1982),_US_National_Arboretum.jpg#mediaviewer/File:Kurume_Azalea_Bonsai_in_Bloom_%28in_training_since_1982%29%2C_US_National_Arboretum.jpg) Slide 4 Tunbridge Wells High Rocks Climber by Cmglee (Own work) [CC-BY-SA-3.0 (http://creativecommons.org/licenses/by-sa/3.0) or GFDL (http://www.gnu.org/copyleft/fdl.html)], via Wikimedia Commons (http://commons.wikimedia.org/wiki/File%3ATunbridge_Wells_High_Rocks_climber.jpg) Slide 5 Feuerwehrmann beim Brand einer Muelldeponie by Dennis Janssen (Own work), [CC BY-SA 3.9 (http://creativecommons.org/licenses/by-sa/3.0/)], via Wikimedia Commons (http://commons.wikimedia.org/wiki/File:Feuerwehrmann_beim_Brand_einer_Muelldeponie.JPG#mediaviewer/File:Feuerwehrmann_beim_Brand_einer_Muelldeponie.JPG) Slide 6 General of the Army Dwight D. Eisenhower 1947 by Unknown [Public Domain], via Wikimedia Commons (http://commons.wikimedia.org/wiki/File:General_of_the_Army_Dwight_D._Eisenhower_1947.jpg#mediaviewer/File:General_of_the_Army_Dwight_D._Eisenhower_1947.jpg)

14. Slide 7 Cox Bazar Sunset [Public Domain], via Wikimedia Commons (http://commons.wikimedia.org/wiki/File:Cox_Bazar_Sunset.jpg#mediaviewer/File:Cox_ Bazar_Sunset.jpg)
Slide 8 Keeling Fire Engine Illustration, Author Unknown [Public Domain] via Wikimedia Commons (http://commons.wikimedia.org/wiki/File%3AKeeling-fire-engine- illustration.jpg)
Slide 9 Alice White Rabbit by Sir John Tenniel (“Alice’s Adventures in Wonderland” (1865)) [Public domain], via Wikimedia Commons (http://commons.wikimedia.org/wiki/File%3AAlice-white-rabbit.jpg)
Slide 10 Millard County Utah Miller Canyon Petroglyphs by Sid.L.Young (Own work) [CC- BY-SA-3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons (http://commons.wikimedia.org/wiki/File%3AMillard_County_Utah_Millers_Canyon_petroglyphs_1.JPG)
Slide 11 detail of Surrounds of Newmarket Train Station by Uploader. (Own work (Own picture)). [Public domain], via Wikimedia Commons (http://commons.wikimedia.org/wiki/File%3ASurrounds_Of_Newmarket_Train_Station_I.jpg)

15. Notes Since the Notes Panes are not visible in the PDF format, I have compiled here the notes that correspond to each slide and that briefly describe the concepts illustrated: Title Slide: The design of this presentation is intended to emulate the principles of Presentation Zen as advocated by Garr Reynolds. The content illustrates some key concepts from Mind Tools’ article “The Urgent/Important Matrix: Using Time Effectively, Not Just Efficiently” (http://www.mindtools.com/pages/article/newHTE_91.htm). Slide 2: Briefly, the fundamental elements of Presentation Zen include:
•Simplicity, clarity, and brevity
•Balance and harmony
•Emphasis on engaging and memorable visuals:
•That support clear communication of the message
•By enhancing rather than reiterating the speaker’s words
•And motivating the audience to listen to those words Slide 3: The Urgent/Important Matrix comprises the four combinations of these two elements:
•Important but Not Urgent
•Important and Urgent
•Urgent but Not Important
•Not Urgent and Not Important

16. Slide 4: Important activities directly contribute to the accomplishment of your goals – either personal or professional. Slide 5: Urgent activities must be addressed swiftly to avoid or minimize immediate negative impact. Urgent activities tend to involve the goal’s of others. Slide 6: A quote from President Eisenhower, a purported practitioner of the method, expresses the essence of the concept: “What is important is seldom urgent and what is urgent is seldom important.” Slide 7: Ideally, you want to spend the majority of your day, the bulk of your time and energy, on the important tasks that advance you toward your own objectives. When completing these tasks is not urgent, you can perform quality work without the anxiety of time constraints. Slide 8: Inevitably, some important activities will arise on short notice. Urgent and important activities are actually of two distinct types: unforeseeable crises and last-minute activities. Crises requiring prompt action can occur suddenly and unpredictably.

17. Slide 9: However, some activities become short on time due to unanticipated disruptions, inadequate planning, or procrastination. To minimize the impact to the rest of your schedule, allow some time for unanticipated problems and unexpected important tasks that need immediate attention. To minimize last-minute activities, plan in advance and do not procrastinate. Slide 10: Urgent activities that are not important are impediments that stop your progress toward your goals. Often, they involve requests from others that interfere with your own important work. Potential approaches to handling these issues include:
•Declining or delegating the task
•Setting aside a specific time when you can be interrupted for such requests Slide 11: Not urgent? Not important? Toss it!