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Eisenhower 80/20 Rule-Incraesed Productivity

It has since been established that approximately 80% of tasks you have to do can be finished in 20% of your available time. The remaining 20% of tasks will take up 80% of your time. This generalization has come to be critical in assorting and prioritizing tasks into order of importance.


Naturally, tasks that fall under the first class should be attributeed a higher precedency. The 80/20 principle has also been applied to productiveness.

It is acknowledged that 80% of productivity can be succeedd by doing 20% of the vital tasks. Emphatically, because productivity is the chief heading of time management, then we should prioritize tasks in the order of their standing.

Related to the 80/20 rule is the Eisenhower method which measures all tasks using the references of important/unimportant and urgent/not urgent and arrange in their respective categories accordingly. After such a basic cognitive process, to boost productivity, one basically has to drop the tasks in unimportant/not urgent quadrants, concentrating alternatively on tasks that are in eminent/urgent, doing them immediately. All tasks in unimportant/not pressing are deputed to another person else, and tasks in influential / pressing get the personalized treatment and we compose an end date for them and personally do them at once. past U.S. President Dwight D.

Eisenhower was an advocator of this method. The whole process is detailed in a quote credited to him: "What is important is rarely urgent and what is pressing is rarely important."

It is fundamental that I give a statement of care here. Though to-do lists are rather common in productiveness administration, it is not guaranteed to boost your productivity.

An astonishing proportion of people who spend time creating to-do lists, approximately 30 percent of those that create to-do lists deplete far more time creating and aligning their to do list than they use up actually doing the tasks in the list.

This is ironic as it is sad. Procrastinating by prolonging the planning program helps you evade the tasks you should be doing by giving you the false impression that you are actually receiving prepared for them. As is the case in many other positions, there is the danger of analysis paralysis in time management.

To be certainly prosperous, the user must not only accredit this reality but also deal with it by setting a time limit for the planning phase itself. If productivity is the objective of creating a list or considering either Eisenhower or the 80/20 rule, then we must stick to the rule to be profitable. There is a jeopardy of becoming a slave to our list. Sometimes a list can become obsolete just after creating it. Feelings of guilty conscience can make someone carry on on performing all those tasks. This in alone is anti-productive, since you end up investing time on tasks that are not really significant , at the detriment of current distinguished tasks.

So flexibleness is cardinal. One cannot be too much of a moralist for the details. So for instance, instead of itemizing everyday items in your list, it is more beneficial to simply do them. If you genuinely have to track a routine item, develop a chart and that will do this. This will help you avoid the sameness of simply listing everything.

The Eisenhower 80/20 rule is supposed to be a tool and not a captain. Work it, do not let it work you.


Gelegenheit liegt inmitten von Schwierigkeit.

Albert Einstein

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