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But this is by no means always the case. Procrastination has a large element of irrationality about it. We put off dealing with difficult things because we just cannot be bothered with them now or because we have more interesting things with which to occupy ourselves. We involve ourselves in low-priority tasks today and put off the higher-priority ones indefinitely for reasons that we cannot logically defend – maybe for fear of the consequences. Procrastination is a decision not to decide, or a decision by default. It is related to incompetence and inefficiency.

Some excuses for procrastination

A year from now, will it really matter that I didn’t do it?

If I wait long enough, the boss will forget about it.

If I do it, I will only be wrong.

It’s too late in the week/day to start it now.

I’ll wait till I’m in the mood to do it.

I’ve been working hard, I deserve a break.

I haven’t got the right tools for the job.

It was said of the editor of one newspaper famed for his indecisiveness, ‘The editor’s indecision is final.’ How people procrastinate Having to make decisions may cause considerable stress, which leads to the development of numerous effective decision-avoidance techniques. These include:

• Appointing a committee to delay decision making. One definition of a committee is a group of people who individually prefer to do nothing and who meet collectively so that nothing can be done.

• Seeking clarification by asking:

– for more details;

– the reason for wishing to change;

– the consequence of change.

This analysis-paralysis method can delay the decision requested, often with damaging consequences.

• Using the denial method: denying that a decision has to be made.

• Confusing the issue.

• Confusing the request, in particular by the use of jargon or ‘doublespeak’.

• Handing back the problem: telling the requester that the problem is theirs, not yours.

Some reasons why people procrastinate

Procrastination can be traced to a variety of causes including:

• Avoiding unpleasant tasks. There is a paradox about this. When procrastination stems from a desire to avoid doing something unpleasant that might prove critical, the procrastination itself will probably increase the unpleasantness, since the job still has to be done. Furthermore, failure to act may generate problems not just for oneself but also for others.

Counting the cost of delay may help to get things moving. If tempted to procrastinate, ask yourself, ‘What problems am I likely to create for myself?’ And if you don’t want to live with those problems, don’t procrastinate!

Irrespective of the approach adopted, before starting a job give some thought to the environment. Ensure that there are no distractions, such as the telephone or visitors. On completion of the work, reward yourself. The size of the reward can be related to the size of the task – from a coffee break to that golfing weekend you’ve been promising yourself.

• Avoiding difficult tasks. Sometimes tasks are not tackled because the person responsible may find them too demanding. In which case:

– It may be possible to break the task down into subunits that can be handled effectively.

– It may be desirable to spend some time considering the subject before attempting the task, or asking someone to assist you in learning the job. Many unfamiliar things appear to be difficult, but are not really so at all.

– Begin the task during a period of prime time when you are feeling at a high point both mentally and physically.

– Check that standards are not set too high, for perfectionism may not be justifiable or necessary.

• Fear of making a mistake. This may arise from yourself. Those of us who suffer from fear of making a mistake should keep a ‘worry list’ of things we fear may go wrong. Periodically check how many went right. As a rule it will be found that in fact things did not go wrong; when you are armed with such knowledge, confidence will develop. Build upon this. A decision should not be looked upon as a problem; rather it should be seen as an opportunity.

Fear of making a mistake often causes procrastination until all the facts are available; yet in many instances delaying the decision will add little, if anything, to its quality.

Alternatively, procrastination may arise because of others. Managers (and parents) may push for perfection from their direct reports (or children) and anything falling short is punished. When this happens, perfection is less likely to be achieved because the situation generates anxiety and stress which, in turn, result in less than the best ensuing.

• Habit. If people are allowed to put things off, this can become a habit. Procrastination breeds procrastination. The behaviour is reinforced. To generate a ‘never put off till tomorrow what can be done today’ mentality may require a programme of positive action aimed at building up good habits. The development of good habits does not change the task, but it will certainly change a person’s attitude and perception.

In replacing old habits with new ones, you should:

– pinpoint what you wish to change, but don’t try to change too much at one time;

– devise a new routine to replace the old;

– set clear and challenging performance targets;

– make the change immediately;

– launch the new habit with strength and commitment;

– announce the change publicly;

– practise the new habit without exception until it is firmly rooted;

– recognize that it may take time and practice to ensure the desired results.

There are some further subconscious reasons why people become chronic procrastinators:

• to enjoy exercising power over people;

• to avoid getting close to people’s personal problems;

• to avoid being held responsible;

• or just laziness!

Excitement

Some people put off doing things until the last moment because they find it exciting to face tight deadlines. Linked with this may be how they wish to be seen by others – for example, as people who are overworked, wrestling under pressure but managing to meet the deadline – although whether their last-minute report will be as good as one started much earlier may be another matter.

Some ways to avoid or correct procrastination

The most effective way to handle unpleasant tasks is to schedule them for the beginning of the day. Where this is not possible, then a deadline for beginning the tasks should be set. The pressure of a deadline serves as a stimulant to action. If necessary, let other people know about the deadline, since breaking commitments then becomes more embarrassing. It is also relevant to remind ourselves that when the going gets tough, the tough get going.

If the task seems too complex to tackle all at once, use what Alan Lakein has called the ‘Swiss cheese’ technique, ie making a few holes in it to start with, by doing the easy bits first and working outwards from each point of entry so that the holes gradually become larger and meet one another.

Alternatively, you can use the ‘divide and conquer’ principle, which breaks a large job into smaller chunks and demolishes one chunk at each sitting. This is sometimes likened to devouring an elephant slice by slice.

With these methods you can take advantage of any five- or ten-minute intervals in your other engagements to get a preview of the next instalment, so that you are better equipped mentally for your next scheduled start. If possible, try to involve somebody else in doing the bits that you feel ill equipped to do yourself (see Chapter 18). In this way the job can be going ahead even while you are otherwise engaged. If you must tackle it alone, always try to do so at one of your prime-time periods (see Chapter 7) when you know you will be mentally and physically at your peak.

Schedule your worry time

Schedule your worry time: say, 5 pm each Thursday. By then you will find a very high proportion of your worries will have solved themselves.

If you are one of those people who live in fear of making a mistake, examine your own standards to see whether you have perhaps set them too high for the particular job in hand. Perfectionists should remember the saying, ‘The best is often the enemy of the good,’ and realize that it can be a costly mistake to provide a Rolls-Royce in a few weeks’ time for a customer who is looking for a Volkswagen now.

The Pareto principle: the vital few and the trivial many

The Pareto principle states that 80 per cent of most jobs can be accomplished with only 20 per cent of the available effort, and that it is the remaining 20 per cent of the job that makes the heaviest inroads on our time and energy. Ask yourself whether it is this remaining 20 per cent (ie putting the gloss on the job) that is really the cause of your delayed start, and you could probably knock off the first 80 per cent in next to no time. Is the extra 20 per cent really worth the worry?

Innumerable examples can be found of the 80/20 distribution in many walks of life, especially business. For example:

• 80 per cent of sales are often earned by 20 per cent of a firm’s products;

• 80 per cent of revenue (or of complaints) may come from 20 per cent of the customers (not usually the same 20 per cent for both!);

• 80 per cent of telephone calls are made by 20 per cent of subscribers;

• 80 per cent of total sick leave is taken by 20 per cent of a company’s employees;

• 80 per cent of total viewing time is spent watching the 20 per cent most popular programmes.

The principle is named after the Italian economist Vilfredo Pareto, who identified it in the 19th century while studying the distribution of wealth in various societies. In nearly all the cases he examined the ‘significant few’ who owned 80 per cent of the available wealth numbered only 20 per cent of the population.

It is quite easy to identify fields in which this 80/20 rule applies. (Sometimes the percentages may be a little more or a little less, but the 80/20 rule can be relied on to be correct 80 per cent of the time!) If you are in any doubt, you can create a cumulative graph of frequency versus volume to test it. For example, you may suspect that a high proportion of a company’s sales revenue is recorded on a small proportion of ledger cards; in which case the cards can be listed in descending order of value, showing cumulative revenue and percentage of total revenue, and the results plotted on a graph.

A typical Pareto distribution would show:

• about 20 per cent of really significant items;

• perhaps another 30 per cent having some significance;

• the remainder of negligible significance.

The items can then be coded A, B and C, and handled in the following way in future:

• A items should be handled in detail and tightly controlled;

• B items should be handled with some respect;

• C items should be dealt with as expeditiously and economically as possible, eg using sampling methods for control.

In practice there is far too much pressure for uniformity, and an unnecessary amount of time is devoted to detailed checking of trivia. A more intelligent approach, in terms of the vital effect on the bottom line, is to concentrate major time and effort on the significant few.

Are you a procrastinator?

Many of us do not fully know the extent of our procrastination. Nor may the procrastination range over every facet of our behaviour. For example, try compiling a checklist of activities covering:

• work;

• household;

• personal care;

• social relationships.

It may emerge that you procrastinate selectively, while in some cases it may be difficult to distinguish between procrastinating and doing something for pleasure. Reading a newspaper or journal may be procrastination or something you are doing for pleasure.

When you say ‘I should,’ do you mean ‘I don’t want to’?

When you say ‘I can’t,’ ‘I might,’ or ‘I’ll try,’ do you mean ‘I won’t’?

When you say ‘I don’t have time,’ do you mean ‘I’m not willing to take the time’?

When you say ‘I’ll get to that shortly,’ do you mean ‘I’m not willing to set a deadline for myself’?

When you say ‘I want to manage my time better,’ do you mean ‘I’ll start tomorrow’?

Or do you think you should really answer these questions some other time?

A manager who repeatedly procrastinates may become interruption-prone because they subconsciously welcome interruptions as a way of putting off the ‘evil hour’ when they must take an important decision. In other cases procrastination may be reflected in over-involvement in detail, concentrating on minutiae and general disorganization. The extent of the contents of the pending tray on your desk or of the electronic ‘to do’ file on your computer is usually a good indicator of a tendency towards procrastination. Have a look in your pending tray. Those of us who repeatedly put things off should ask ourselves, ‘What am I trying to avoid?’

For a more thorough examination of your own tendency to procrastinate, there is a procrastination analysis that you can try on yourself right now:

1. Make a list of all the tasks on which you are currently delaying taking action or decisions. Have a look in your pending tray.

2. Against each item, write down the reasons why you have not already taken action.

3. Ask yourself if these reasons could justify the delay to another person, or whether they are merely excuses you are making to yourself.

4. Now make a list of any other tasks on which you can recall having procrastinated in the past.

5. Re-examine both lists and see if any pattern emerges. Are there any particular types of task that you repeatedly avoid? Is there anything you would like to do to correct these tendencies?

Living and working with procrastinators

Many of us have to spend time working with procrastinators, or watching those for whom we care facing possible problems because of the manner in which they procrastinate. Ways to assist the procrastinator include:

• Avoid doing certain things such as:

– Doing the task yourself for the procrastinator. This only reinforces their procrastination. You may further alienate the procrastinator by showing a lack of confidence in their ability.

– Nagging. It may result in resentment.

– Using criticism or threats. Momentary compliance may result, but resentment and alienation are the more likely ultimate consequence.

– Saying ‘Just do it.’ This may cause the procrastinator to rebel directly or indirectly.

• Discuss the problem with the procrastinator and mutually agree specific deadlines and consequences. If necessary, put these in writing. If the procrastinator will not discuss the situation, only then make a unilateral decision, and ensure that the consequences can be enforced.

• Help the procrastinator. Ways to do this include:

– Help them to set interim goals. Goal achievement is a motivator.

– Respond to their performance. Reward progress along the way.

– Use intangible rewards such as a smile, a nod, a word of encouragement.

– Always seek to be positive.

Initially you have to invest time in assisting the procrastinators, but once they have developed good habits you secure a return on your investment.

When decision making is by committee, the selection of those involved may be crucial. Aim for the right mixture of thinkers and doers.

Some practical hints

Keep a list of all the tasks you have in hand at any one time. This should show date received, date for review, action taken.

Identify those tasks that for one reason or another you are putting off, doing inadequately or leaving half finished.

Ask yourself why you are failing to clear them. Could they be delegated or broken into sub-tasks?

Think about the consequences for you of further procrastination.

Make a firm decision as to which task you will do next. Or take a gamble: write each one on a separate slip of paper, fold and put them all in a hat; then take them out one at a time and number them in that order for tackling.

Establish daily progress goals for each job you tackle, and don’t stop until you have attained them. If this means working extra time at first, it will soon teach you to set more realistic goals to avoid this happening on future occasions.

Promise yourself a small reward for each task completed and then ensure that you earn it.

Ask yourself periodically, ‘What is the most productive use to which my time could be put right now?’ If the answer is other than what you are doing at that moment, take steps to get to work on the more important task.

Above all, if procrastination really is your problem don’t put off tackling it!

Removing barriers to your time effectiveness

I see no ships. I have a right to be blind sometimes; I really do not see the signal.

Admiral Lord Nelson

Приложение 2

Избегайте прокрастинации – похитителя времени

На протяжении некоторого времени я думаю о создании национального союза прокрастинаторов, но до сих пор так и не приступил к этому.

Аноним

Вышеприведенное утверждение хорошо подходит для описания некой слабости, которой мы все потакаем время от времени. Прокрастинация – привычка откладывать высокоприоритетные дела, выполняя вместо этого задачи с низким приоритетом. Это широкораспространенная практика растрачивания времени, который может привести к серьезным последствиям, таким как:

 внешние последствия, начиная чем-то относительно безобидным (дополнительные расходы из-за неспособности своевременно выплатить долг по кредитной карте) и заканчивая чем-то очень серьезным (потеря работы);

 внутренние последствия, которые могут варьировать от легкого недовольства самим собой до крайней неудовлетворенности и несчастья.

Не всегда отсрочка принятия действий относится к прокрастинации, иногда есть вполне обоснованные причины более тщательно рассмотреть какой-то вопрос завтра, и поэтому нет необходимости спешить с этим сегодня. Например, если работа может подождать, имеет низкий приоритет или ожидает дополнительной информации, которая улучшит качество окончательного решения, могут быть все основания не предпринимать никаких действий в настоящее время. Иногда проблема может разрешиться даже сама по себе. Хорошая практика менеджмента включает в себя знание когда и на какое время нужно оставить дела в покое. Иногда наиболее рациональным решением является «отсутствие действий».

Но это далеко не всегда так. Прокрастинация включает в себя большой элемент иррациональности. Мы откладываем сложные дела, потому что сейчас мы просто не можем о них беспокоиться или потому, что у нас есть более интересные вещи, которыми мы можем себя занять. Сегодня мы занимаемся низкоприоритетными задачами и откладываем приоритетные задачи на неопределенное время по причинам, которым мы не можем найти логическое объяснение - возможно, из-за страха перед последствиями. Прокрастинация — это решение не принимать никакого решения или решение не выполнять обязательства. Это имеет отношение к некомпетентности и неэффективности.

Некоторые оправдания прокрастинации

Действительно ли будет важно через год то, что я этого не сделал?

Если пройдет достаточно времени, босс забудет об этом.

Я все равно сделаю это неправильно.

Уже слишком поздно приступать к работе.

Сделаю, когда будет настроение.

Я слишком устал и мне нужен отдых.

У меня нет нужных инструментов.

Об одном редакторе газеты говорилось: "неуверенность редактора окончательна". Именно этим он и прославился.

Как люди прокрастинируют

Необходимость принятия решения может вызвать сильный стресс, что приводит к развитию многочисленных методов уклонения, например:

 Назначение «комитета» для задержки принятия решений. По одному из определений, комитет — группа людей, которые ничего не делают по одиночке, и собираются вместе для того, чтобы ничего не делать.