
Clarity. Image by Tobias Lampert via Pixabay.
Jason's birthday. Oil change for the car. Dental appointment. Get well soon card for Erin. Status report for work. Get a haircut. Renew warranty coverage for the laptops. Taxes. Reservations for our anniversary. Pick up the dry cleaning. Decide about whether and when to undergo the surgery the doctor recommended. Clean up my email inbox. Get an estimate for whatever. An endless chain of tasks large and small, mostly small, running through your brain every day, every hour, maybe multiple times per hour.
Brain clutter. It gets in the way of the really important thinking and doing we all must think and do, and we all want to think and do: Get a better job; plan for retirement; raise happy, healthy children; attend to loved ones in need; get together with extended family; enjoy life.
Letting the little things remain in a disordered jumble of "to do" keeps the workspace of your mind in a chaotic state. That chaos creates mental obstacles to finding paths to the more important objectives.
Because brain clutter gets in the way, decluttering your brain is a good thing to do. To declutter your brain apply one of the fundamental practices of kanban: "limit the work in progress." In this instance, try to reduce the clutter of concerns floating around in your mind. Here are some suggestions for decluttering.
- Attend to small, easy tasks
- Don't let them accumulate. Small, easy tasks distract from
the more important objectives.
Don't let small tasks accumulate.They distract from the important objectives. Complete the small, easy task right away if completing it will it ultimately be necessary, and if it's easy to do, and if you have what you need to get it done. - Schedule what can be set aside
- If something needn't be done immediately, set it aside with a commitment to deal with it at a specific time. Scheduling it will clear it from your mind for now. You might need to write down your commitment to make certain you honor it.
- If you can't schedule it, move it to backlog
- There are some things that can't be scheduled because they require additional information or material. To keep them in mind, commit them to a backlog. Capture the items blocking that task and attend to them — or schedule them.
- Have multiple backlogs
- Mixing all kinds of tasks into a single backlog can become confusing. Create backlog channels for the different kinds of tasks you must address: a backlog for work, a backlog for family, a backlog for long-term future, and so on.
- Know how to set priorities
- Have in mind a definite way of setting priorities for different kinds of time. Know how to choose a task to work on for a ten-minute block of time at work or at home, or for a two-hour block at home on a weekend or sometime at work. Don't set priorities ad hoc.
- Decide what "good enough for now" means
- "Good enough for now" might have one meaning for cleaning out your email inbox, and a very different meaning when filing your taxes or choosing a birthday gift for your spouse. Because perfectionism can be a risk, know its warning signs. One warning sign: insufficient situational flexibility in the meaning of "good enough for now."
- Know the count of active concerns
- An active concern is one you haven't set aside or scheduled. You might not be working on it, but it's on your mind. The number of active concerns one can handle without significantly compromising one's ability to make progress toward important objectives probably varies from person to person, and depends on the nature of the concerns in question. But knowing how many there are can be helpful in determining whether some must be set aside or scheduled. Personally, I get uncomfortable if I have more than about a half-dozen active concerns. What's your number?
To make a start with this approach, avoid adopting the entire scheme in one go. Adopt it a bit at a time, and use only the bits that make sense for you. For starters, just count your active concerns. You'll be surprised at how many there are, I'm certain. Top
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Email Antics: II
- Nearly everyone complains that email is a time waster. Yet much of the problem results from our own
actions. Here's Part II of a little catalog of things we do that help waste our time.
Recovering Time: II
- Where do the days go? How can it be that we spend eight, ten, or twelve hours at work each day and get
so little done? To find more time, focus on strategy.
Tangled Thread Troubles
- Even when we use a facilitator to manage a discussion, managing a queue for contributors can sometimes
lead to problems. Here's a little catalog of those difficulties.
Meeting Troubles: Collaboration
- In some meetings, we collaborate not in reaching objectives, but in preventing our doing so. Here are
three examples of this pattern.
Cooperations That Need to Be Collaborations
- Modern products and services are so complex that many people cooperate and collaborate to produce them.
When people are cooperating but the work actually requires collaborating, risks arise that can threaten
the success of the effort.
See also Personal, Team, and Organizational Effectiveness and Problem Solving and Creativity for more related articles.
Forthcoming issues of Point Lookout
Coming June 7: Toxic Disrupters: Tactics
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And on June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
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