self development models
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MODELS
Eisenhower Matrix
Rubber Band Theory
Pareto Principle
Parkinsons Law
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WHO IS EISENHOWER?
34th
President of USA
Considered the Master of Time Management
Ability to do the tasks as and when needed
Had ability to sustain his productivity not just for
weeks or months, but for decades.
Steven covey made this model popular
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WHY SHOULD YOU KNOW THIS?
With the help of this matrix you will be able to
distinguish between what is important and what is
urgent.
You will be able to use time better Manage tasks
Stress Productivity
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Using the decision matrix below, you will separate your
actions based on four possibilities.
Urgent and important (tasks you will do immediately).
Important, but not urgent (tasks you will schedule to do
later).
Urgent, but not important (tasks you will delegate to
someone else).
Neither urgent nor important (tasks that you will
eliminate).
This can be used for broad productivity plans (How should I
spend my time each week?) and for smaller, daily plans
(hat should I do today?)
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HOW THIS HELPS?
When consciously filtering all incoming distractions based
on their importance, you end up doing less of the notimportant ones and thus become more productive in yourwork.
TheImportant and Not Urgentquadrant is where you
want to spend most of you time.
Only doing tasks that are important. Second,planning ahead.If you look ahead and take control ofthe way you spend your time, you can finish all your tasksbefore they become urgent.
This way you will become more focused and moreproductive in all the things you do!
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PARETO'S PRINCIPLE - THE 80-20
RULE
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PARETO'S PRINCIPLE - THE 80-20
RULE
In 1906, Italian economist Vilfredo Pareto created a
mathematical formula to describe the unequal
distribution of wealth in his country.
After Pareto made his observation and created his
formula, many others observed similar phenomena in
their own areas of expertise.
Quality Management pioneer, Dr. Joseph Juran,
working in the US in the 1930s and 40s recognized a
universal principle he called the"vital few and
trivial many".
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WHAT IT MEANS
The 80/20 Rule means that in anything a few (20
percent) are vital and many(80 percent) aretrivial.
20 percent of the people owned 80 percent of the
wealth
Juran's initial work he identified20 percent of thed efects causing 80 percent of the problems.
Project Managers know that 20 percent of the
work (the first 10 percent and the last 10 percent)
consume 80 percent of your time and resources
vital few and trivial many"
.
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80% of the traffic in town travels over 20% of the roads
80% of what we produce is generated during 20% of our
working hours
80% of your annual sales come from 20% of your sales force80% of your future business comes from 20% of your
customers
80% of your growth comes from 20% of your products
80% of your innovation comes from 20% of your employees
or customers80% of your profits come from 20% of your customers
80% of your staff headaches come from 20% of our
employees
80% of your success comes from 20% of your efforts
80% of your website traffic comes from 20% of your pages
vital few and trivial many"
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HOW IT CAN HELP YOU
The value of the Pareto Principle for a manager isthat it reminds you to focus on the 20 percent
that matters. Of the things you do during your
day, only 20 percent really matter.
If something in the schedule has to slip, if
something isn't going to get done, make sure it's
not part of that 20 percent.
Put your effort where it can make a difference
Focus on the activities that produces the best
outcomes- professionally and personally
vital few and trivial many"
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80/20 In A Nutshell
You dont need to do everything. You only need to
do the things that get results.
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RUBBER BAND THEORY
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When faced with a dilemma "The Rubber Band
Model" is designed to help a person choose between
two options.
One rubber band is holding you from moving away,
whileWhile in reality both rubber bands are equally
holding or pulling, the exercise is to ask your self,
"What is holding me?" and "What is pulling me? the
other is trying to pull you closer.
The model is most effective when the dilemma or
problem is between making a change or staying with
the way things are currently
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The resolution to this kind of dilemma is to
identify what is pulling you (where do you want
to go, what do you want to do), versus what is
holding you back (fear, security, comfort zone)
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This interesting statement was made by Cyril
Northcote Parkinson, the famous British
historian and author, in 1955 first appearing as
the opening line in an article forThe
Economistand later becoming the focus of one ofParkinsons books,Parkinsons Law
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Expenditures rise to meet income.
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if you give yourself a week to complete a two
hour task, then (psychologically speaking) the
task will increase in complexity and become more
daunting so as to fill that week
t may not even fill the extra time with more work,
but just stress and tension about having to get it
done. By assigning the right amount of time to a
task, we gain back more time and the task will
reduce in complexity to its natural state.
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Lets look at a few ways you can apply
Parkinsons Law to your life, get your to-do list
checked off quicker and spend less of the work
day filling in time just to look busy. This is
relevant whether you work in an office or athome, since work harder, not smarter is a
cultural idea that many individuals fall prey to
even when nobodys supervising their work.
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Running Against the Clock
Make a list of your tasks, and divide them up by the amount of time it takes to
complete them. Then give yourselfhalfthat time to complete each task. You have
to see making the time limit ascrucial. Treat it like any other deadline. Part of
reversing what weve been indoctrinated with (work harder, not smarter) is to seethe deadlines you set for yourself as unbreakable just like the deadlines your
boss or clients set.
Use that human, instinctual longing for competition that fuels such industries as
sports and gaming to make this work for you. You have to win against the clock;
strive to beat it as if it were your opponent, without taking shortcuts and
producing low-quality output. This is particularly helpful if youre having trouble
taking your own deadlines seriously.At first, this will be partially an exercise in determining how accurate your time
projections for tasks are. Some may be spot on to begin with, and some may be
inflated. Those that are spot on may be the ones that you are unable to beat the
clock with when you halve the time allotment, so experiment with longer times.
Dont jump straight back to the original time allotment because there may be an
optimum period in between.
If you work at a computer, a digital timer is going to be very useful when you
start doing this. Itll also save you a bit of time, because a timer allows you to see
at a glance how much longer you have. Using your clock involves some addition
and subtraction! There are free utilities available forOS X,Linux, and Windows.
http://www.chimoosoft.com/products/chimootimer/http://www.chimoosoft.com/products/chimootimer/ -
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