Multitasking Versus Time Management: Which Prevails?
December 16, 2013
I often see "heavy multitasker" listed as a professional description on résumés and profiles on social networking sites. In fact, I have described myself as a great multitasker. But as I read more about multitasking as it relates to successful project management, I am learning that it is better to be a strong time manager than a multitasker. Here is why.
Multitasking is defined as performing two or more tasks simultaneously. It can also involve switching from one task to another or performing a number of tasks in rapid succession. All humans multitask on daily basis, whether at home, school or in the office. In fact this morning, I completed a handful of tasks simultaneously: I checked my email by smart phone, listened to the news on the TV, and even managed to have a heated discussion with my son on the benefits of a coat during winter. I felt nearly super human. However, what I perceive as high performance is actually impaired performance by nearly 40% according to some research.
I recall a 2009 NPR News interview with Stanford University professor Clifford Nass on multitasking. He talked about his study which suggested that multitasking actually weakens cognitive ability and brain function. In his study, they focused on three key areas:
- The ability to filter relevant information from non-relevant information.
- The ability to manage one's working memory, so essentially filing information away for immediate recall.
- The response rate of switching from one task to another.
His findings surprisingly concluded that heavy multitaskers were attracted to non-relevant information, could not recall information quickly, and were slower and actually worse at switching tasks. And there is no gender bias here either: men and women are equally bad.
Time management tips
So from a project management perspective, what should I do on a daily basis to improve my overall performance? The answer is practice good time management. Here are a few time management tips to consider:
- At the start of the day, plan your day. Assess the items requiring your attention. Keeping a schedule of your daily tasks and obligations will help to minimize your stress. A good planning system, like Franklin Covey, or even MS Outlook can help you organize your day.
- Prioritize your daily tasks. Compile a task list, putting the most time-sensitive tasks at the top. If you have 20 tasks on your list, how likely are you to get through them all in one day? This is when you reassess the list and either plan forward less critical tasks, delegate to another teammate, or simply put your foot down to the task altogether.
- Block your calendar. Having trouble getting to that big project or task? Block out time on your calendar for it as you would a meeting. This way you are more likely to get it done in one go.
- Get into the habit of setting time limits for your tasks. For example, reading and answering email can consume your whole day if you let it. Instead, set a limit for this task and stick to it. I find checking email every 60 minutes allows me to focus more on planned tasks. Tasks should drive your day, not email.
- Limit distractions. Sometimes the simplest way to increase your productivity is to put up the do not disturb sign to colleagues and other distractions like Skype, email or SMS.
- Don't be afraid to take a break if you need it. Too much stress can derail your productivity. When you need a break, take one. Go for a walk or do some quick stretches at your desk to help you refresh and reset.
- Slow it down. A good time manager does not knee-jerk react, but instead takes the time to understand and craft an appropriate action plan or response that makes the most efficient use of time and resources.
Remember, multitasking does not equate to higher productivity and output. In fact, it is potentially detrimental. Focusing on one task at a time not only improves efficiency, but quite possibly contributes to mental prowess.
- Multitasking May Not Mean Higher Productivity. (2009). Talk of the Nation, National Public Radio.
- Cherry, Kendra. Multitasking The Cognitive Costs of Multitasking
Further Information on Translation Project Management
The project managers at Globalization Partners International strive to adhere to the above-mentioned best practices. Managing our time better gives us more quality time with our clients. To further understand the entire Globalization and Localization process, you should download our PDFs Language Globalization Guides. You may also benefit from our blog posts:
- What Should You Expect From Your Localization Partner?
- Choosing a Translation Partner Instead of a Vendor
- 5 Tips for Managing Localization in your Organization
- 11 Project Management Challenges for Translation Projects
To discuss your next localization project, please do not hesitate to contact us via e-mail at email@example.com, or by phone at (866) 272-5874, or by requesting a free translation quote on your translation and localization projects.
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Daniela Bustamante - Director: Global Production Services
Daniela has over 16 years' experience in the translation, localization and language instruction professions. She holds a degree in Sworn, Literary, Technical, and Scientific Translation from the Instituto Nacional de Enseñanza Superior Olga Cossettini in Rosario, Argentina. Starting her career as a translator for English-Spanish/Spanish-English in 1990 over the years she has worked for several Localization Agencies as a translator, assistant project manager and senior project manager. She has completed a wide range of professional certifications in document and website localization with emphasis on translation, budgeting, quality control and project management including The Localization Institute’s Triple Certification in Localization Project Management (Localization Institute Chico, CA, USA). She has managed a wide variety of document, website, software and audio-video localization projects utilizing different Translation Management Systems (TMS), Translation Memory (TM) and I18n and L10n tool suites.