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Timewaster Analysis: Causes Solutions

This document discusses causes and solutions for time wasters related to crisis management and lack of objectives, priorities, and daily planning. For crisis management, common internal causes include failure to anticipate issues, overreacting, and procrastination. External causes include unrealistic time estimates and slow reporting of bad news. Suggested solutions include taking a log of past crises, developing contingency plans, and emphasizing fast reporting of issues. For lack of planning, internal causes include being crisis-oriented and lacking self-discipline. Solutions proposed are developing daily objectives, priorities, and deadlines, and enforcing them with self-imposed deadlines.

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83 views

Timewaster Analysis: Causes Solutions

This document discusses causes and solutions for time wasters related to crisis management and lack of objectives, priorities, and daily planning. For crisis management, common internal causes include failure to anticipate issues, overreacting, and procrastination. External causes include unrealistic time estimates and slow reporting of bad news. Suggested solutions include taking a log of past crises, developing contingency plans, and emphasizing fast reporting of issues. For lack of planning, internal causes include being crisis-oriented and lacking self-discipline. Solutions proposed are developing daily objectives, priorities, and deadlines, and enforcing them with self-imposed deadlines.

Uploaded by

SanGeetha
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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TIMEWASTER ANALYSIS

TIMEWASTER ANALYSIS 4
CRISIS MANAGEMENT
CAUSES SOLUTIONS
INTERNAL
1. Unaware of importance. Take time log of crises. Analyze source,
causes, seriousness, controllable factors.
2. Lack of planning. Categorize crises and causes. Access
probability of occurrence. e!elop plan for
contingencies to ensure more effecti!e
"andling.
#. $ailure to anticipate. %&pect t"e une&pected' ()emember* if
anyt"ing can go wrong, it will+. Anticipatory
action is generally far more effecti!e t"an
remedial action.
,. -!erplanning. Attempting too muc", so plan less. Lea!e 2./
of t"e day unplanned, t"us allowing time to
"andle crises.
0. -!erreacting. 1ot all problems are crises. Limit your
response by a+ ignoring problems t"at can be
ignored2 b+ delegating all t"e remaining ones
w"ic" ot"ers can "andle2 c+ "andling only t"e
problems t"at you alone can "andle.
3. $ire fig"ting. )ecognize t"at it is more important to prevent
new fires from de!eloping t"an to spend all
your time putting out old fires. 4re!enti!e
action is preferable to remedial.
5. 4rocrastination. )ecognize in"erent danger in putting off key
actions leading to deadline pressures and often
to impaired 6udgment under stress.
7. -!erlooking possible negati!e Analyze w"at could go wrong. 8et up
conse9uences of a decision. contingency plan.
EXTERNAL
:. Unrealistic time estimates. )ecognize t"at e!eryt"ing takes longer t"an
you t"ink. Analyze c"aracteristic under;
estimates, t"en add appropriate cus"ion to all
critical estimates < e.g. 2./.
1.. 8witc"ing priorities. 8witc"ing priorities means lea!ing tasks
unfinis"ed and damaging morale if done
e&cessi!ely. Calculate cost, discuss wit" boss,
and make suggestions for reducing fre9uency
of switc"es.
11. =uman error>e9uipment failure. Anticipate. -rganize resources ("uman and
ot"ers+ for rapid ad6ustment to compensated
most effecti!ely. =a!e organized plan for
p"one>computer>copy mac"ine failure t"at
includes contact list of people to deal wit" it.
12. 8low reporting of bad news. e!elop p"ilosop"y of accepting mistakes by
staff?it@s part of t"e learning process.
%mp"asize to staff t"at fast reporting of bad
news may a!ert crises.
1#. -!erlooking possible negati!e Analyze w"at could go wrong. 8et up
conse9uences of a decision. contingency plan.
TIMEWASTER ANALYSIS
TIMEWASTER ANALYSIS 5
LACK OF OBJECTIVES, PRIORITIES, DAILY PLAN
CAUSES SOLUTIONS
INTERNAL
1. Unaware of importance. )ecognize t"e importance'
2. Lack system. e!elop t"ese* 4lan 8"eet, aily -b6ecti!es,
4riorities, and eadlines.
#. Lack time to plan. Take time. 4ut first t"ings first. )ecognize t"at
planning takes time initially, but it sa!es #;,
times as muc" time in t"e end?and leads to
better results.
,. Crisis;oriented. T"is assumes crises are una!oidable. 1ot
true. Aost crises are relati!ely predictable.
Allow more planning time and plan a"ead for
contingencies.
0. 8uccessful wit" it. BB )ecognize success may be in spite of, not
because of, your actions. 4lanned results are
predictably more successful t"an c"ance
results.
3. Lack self;discipline. Cmpose deadlines on yourself. Try ob6ecti!es,
priorities, and daily plan for one mont". %nlist
aid of staff. Aonitor progress. %!aluate.
5. Action;oriented. Cf you@d rat"er be mo!ing t"an t"inking,
recognize t"at most problems result from
action wit"out t"oug"t. T"ose w"o know w"at
to do succeed once. T"ose w"o know why
succeed again and again. 8o, take time to
t"ink it t"roug". T"en act.
7. $ear of commitment. )ecognize t"at w"ile ob6ecti!es mean
commitment, t"ey also mean knowing w"en
you "a!e succeeded.
:. Trouble setting priorities. Learn. -ne of most producti!e managerial
tasks.
1.. T"ink plan won@t work. %mergencies may disrupt. amage is less if
planned day meant most !ital tasks done

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