MODULE 2

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LET US PLAN THE MOST UNPLANNED
TICK….TICK…TICK….

 Be not afraid of growing slowly

Be afraid only of standing still…………

 Always have learning attitude,

Not earning…………..
What is Time Management?

“Time management includes tools or

techniques for planning and
scheduling time, usually with the aim
to increase the effectiveness and/or
efficiency of personal and corporate
time use’
TIME MANAGEMENT
 Time Management refers to managing time effectively
so that the right time is allocated to the right activity.
 Why do we need TM ?
 To save time
 To reduce stress
 To function effectively
 To increase our work output
 To have more control over our job responsibilities.

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Myths about Time Management
 Myth 1: There's too much to do; I can't handle it all.

 Myth 2: There's plenty of time; I can do that later.

 Myth 3: I'm busier than usual right now, so it makes sense to shift
some tasks off to another time.

 Myth 4: Re-scheduling something to a later time is procrastinating.

(postponing)

 Myth 5: This little task is not important.

80:20 RULE –PARETO PRINCIPLE

 80% unfocused efforts generates only 20% results.

 The remaining 80% of results are achieved by only 20% of

efforts
TIME MANAGEMENT MATRIX

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 Time Management Matrix
Urgent Not Urgent
I II

Important

III IV

Not
Importa
nt
 Urgent Not Urgent
I II
(MANAGE) (FOCUS)
Crisis Preparation/planning
Medical emergencies Prevention
Importan
Pressing problems Values clarification
t
Deadline-driven projects Exercise
Last-minute preparations for scheduled Relationship-building
activities
True recreation/relaxation
Quadrant of Quality & Personal
Leadership
Quadrant of Necessity
III IV
(AVOID) (AVOID)
Interruptions, some calls

Not Some mail & reports Junk mail

Importan Some meetings Some phone messages/email
t Many “pressing” matters Time wasters
Many popular activities Escape activities
Viewing mindless TV shows
Quadrant of Deception Quadrant of Waste
TIPS……

Deciding work priorities

Doing what we enjoy
Concentrate on your strength
Understand how to be excellent at your job
ACTION PRIORITY MATRIX
 An action priority matrix is a diagram that helps people determine
which tasks to focus on, and in which order.
 You create this matrix using two components.
 First, draw a graph that measures effort along the x-axis and impact
along the y-axis. Next, add four boxes to the graph, two stacked on
top of the others. With the finished diagram, you can plot all of your
initiatives to see if they are high impact and low effort, high impact
and high effort, low impact and low effort, or high impact and low
effort.

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WHAT ARE THE FOUR CATEGORIES OF AN ACTION
PRIORITY MATRIX?

People typically classify these boxes as follows:

1. Quick wins (high impact, low effort)

2. Major projects (high impact, high effort)
3. Fill-ins (low impact, low effort)
4. Thankless tasks (low impact, high effort)

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ACTION PRIORITY MATRIX

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WISH LIST
 Poor time management is often not about a packed schedule as
much as it is about an indecisive, unorganized, undisciplined
mind that struggles with task management.
 One persistent problem in time management is how people go about
managing their to-do list, whether it’s a paper list, on an
app/software, or just a mental record
 These are prioritized lists of all the tasks that you need to carry out.
They list everything that you have to do, with the most important
tasks at the top of the list, and the least important tasks at the
bottom.

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17
PERSONAL COMPETENCY THROUGH LATERAL
THINKING
 It essentially means being able to think creatively or "outside
the box" in order to solve a problem.
 Usually, logical thinking is used to solve problems in a direct,
straightforward way (also known as vertical thinking). Lateral
thinking however, looks at things from a sideways perspective
(also known as horizontal thinking), in order to find answers
that aren't immediately apparent.
 The term was first coined by psychologist Edward de Bono.
These skills are often required in creative careers like
marketing or advertising.

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EXAMPLES : LATERAL THINKING
 Name an ancient invention still in use in most parts of
the world today that allows people to see through walls.
Answer: ____________________

 An Australian woman was born in 1948 but only

celebrated her 16th birthday quite recently. Why?
Answer: ______________________

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6 THINKING HATS

Creative Problem Solving with

Six Thinking Hats
How to use Edward de Bono’s
Parallel Thinking in Problem
Solving

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AGENDA
•Define parallel thinking
• Identify each of the six hats
•Apply six hats method to problem solving

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PARALLEL THINKING
• At any moment everyone is looking in the same direction.
• Each thinker puts forward his or her thoughts in parallel with the
thoughts of others.
• Guides thought processes in one direction at a time so we can
effectively analyze issues, generate new ideas, and make better
decisions.
• Constructive alternative to arguments.

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EDWARD DE BONO
• Physician, author, inventor and consultant.
• Born: May 19, 1933. Malta
• Education: University of Cambridge, Christ Church,
Oxford

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SIX THINKING HATS APPLICATION/ EXAMPLE IN
GROUP DISCUSSION
Imagine if you are facilitating a meeting to introduce a new product or service to the
market. In doing so, you might ask people to wear different hats, or to navigate
between the hats around this goal.

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SIX THINKING HATS TEMPLATE EXAMPLE
White Hat
“What are the facts that we know?”
– Our survey last month indicated a 5% preference of
the green product by women aged 25 – 45.
– Return rates from sales has fallen by over 50% since
the introduction of the new delivery packaging.
– There are new delivery routes available via
Company Logistics.

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SIX THINKING HATS TEMPLATE EXAMPLE
Yellow Hat
“Why should we be optimistic?”
– The new product could increase our revenue
diversification stream and increase our family of products.
– We can start receiving better feedback and testimonials
from our customers.
– The impact from damage from delivery will meet our
service standards.

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SIX THINKING HATS TEMPLATE EXAMPLE

Red Hat
“What are your gut reactions?”
– The Red colour inspires a sustainable look and is very appealing.
This is even a great shade.
– The impact on the reduced return rates could mean additional
resources.
– How do the new delivery routes impact our delivery times? I would
certainly be interested in learning more about it.

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SIX THINKING HATS TEMPLATE EXAMPLE

Green Hat
“How can we create opportunities?”
– A green range could be expanded to a different colour range set or be
symbolic.
– Creating multiple channels will allow us to establish new partnerships
and partners.
– Speeding up quality and reliability of delivery could allow us to
bundle existing products.

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SIX THINKING HATS TEMPLATE EXAMPLE

Black Hat
“What risks should we keep in mind?”
– Is a 5% preference sufficient for us to make a single
colour product? What happens if preferences change.
– What is the cost of maintaining the packaging quality and
sustainability?
– The new delivery routes may not have been proven as
reliable yet or may increase our costs.

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SIX THINKING HATS TEMPLATE EXAMPLE

Blue Hat
“What systems or processes will be needed?”
– Let’s go around the room and discuss the colour options
based.
– How has the reduced return rates impacted our warehousing
department?
– Would there be any other changes to our workflow with a
new delivery partner and will it change our logistics
technology?

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APPLICATION OF LATERAL THINKING

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 CONCLUSION
If you haven’t read the book by Edward de Bono: Six Thinking Hats, or studied his
concept about lateral thinking, you should.
Edward de Bono Method Increases Decision Quality
Nobody is smarter than everybody because groups create more options than
individual ideas that are aggregated. Groups and individuals make a higher quality
decisions when provided with more options. The perspectives driving Edward de
Bono: Six Thinking Hats also makes it easier to generate more ideas, thus
increasing the likelihood of higher quality outputs.
Effective facilitation does not rely on the use of ‘hats.’ However, changing
participants’ perspectives is guaranteed to create more robust deliverables.
“The power in this technique lies with getting all ideas and perspectives out on the
table with everyone thinking and collaborating in a parallel and productive way.” —
Baker

“The power in this technique lies with getting all ideas and perspectives
out on the table with everyone thinking and collaborating in a parallel and
productive way.” — Baker
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