The fourth chapter of the working law of tomatoes, reading notes

Learn to insist:

e-mails and phones are easy to deal with: turn them off.

A study in the United States shows that employees are interrupted about every 3 minutes when they work in the office. The study also shows that the average number of windows that people open at the same time on a computer screen is 8. Psychiatrists Edward Harowell created the term "Attention deficit syndrome" (ADT).

New inventions in psychology and brain science have shown that parallel processing and the ability to respond to disturbances face the same bottleneck: the capacity of working memory is limited. Every disturbance will be lost in the original information on our Brain workbench.

Avoid LIFO (LIFO, Last-in-first-out) and BPUF (big plan up Front), accepting changes.

LIFO disadvantage: Constantly being forced to take the time to receive and evaluate new information, resulting in activities not working properly. These will lead you into a chronic mental hyperstimulation that increases stress and affects work outcomes.

BPUF disadvantage: Absolute rejection of changes around, isolation.

The pace of sustainable development

The global view, the control force is opposite to the heart flow and the creativity. Minimizing "prioritization" activities is conducive to maintaining focus. Work à casual à strategic rhythm: work represents a hundred percent attention, strategy to prioritize and what to do in the next work cycle. This makes the focus, sequencing, and rest periods staggered to achieve a sustainable pace.

Interrupt Policy

There are two types of interruptions during tomato clocks:

1. The first is self-inflicted "internal disruption". Specifically, it is the signal that intuition sends to the mind, telling itself to do something other than the current focus.
2. The second is the "external interruption" caused by others. Someone asks you to ask or ask for your help, and wait for your reply. Next we card, for these two kinds of interruption, tomato work method has corresponding treatment strategy.

Incorporate internal interrupts into the control.

Accept, record, and continue: There is an "unplanned emergency" in the today's to-do form, and the urgent matter is first written down, and the apostrophe (') represents the interruption and tracking. Calculates the number of apostrophes at the end of the day. If you do not intend to make a note today you represent unplanned (unplanned).

The best strategy for dealing with internal outages is to visualize, accept, plan, or delete. Rule: "Once the tomato bell starts it must go to the bell." ”

Tomato clocks are atomic and indivisible. It is the smallest unit of money for this process. If the task is dropped, either temporarily or in the long term, the current tomato must be voided.

Why not add a few pieces together and count them as a tomato clock? Because this is to achieve the purpose of the rhythm, it is too easy to succumb to the temptation of interruption. Does invalidating the tomato clock mean failure? Not at all. "Completed tomato clocks" is not to measure the ability to work, there is no such criteria. It just records the 25 minutes of continuous effort you've paid, and that 25 minutes is inseparable. You can use this data realistically to improve the next day's workflow.

Internal outages are rolling in: Record tracking data for self-improvement and process improvement, rather than staying at the end of the year to talk to the boss about a raise. To solve the problem, first reduce the tomato clock, try to change to 15, 10 or even 5 minutes.

You can track how long you have experienced the first internal interruption within each tomato clock. Try to concentrate a little longer than the last tomato clock. Tracking this data can also help you set the length of the tomato that suits you and avoid interruptions.

You are often interrupted by these things when you are trying to concentrate on completing a tomato clock job! But if you want to live in a river, you have to have a good relationship with the crocodile. A simple and rude approach can only make an external interruption a problem.

External interrupts are interactive. Someone is waiting for your reply. They try to stop you from ending the tomato clock, and you need a strategy to reduce interruptions. However, it is worth emphasizing again that the tomato work law is not a reason to refuse to help a colleague, it is not dedicated to the tomb-school retreat.

Turn off the phone, browse the mail header every half hour, call back or mail the activity to be arranged as a tomato clock activity, rather than during the break time.

If you are interviewed by someone, you can ask the other party to postpone it as far as possible without affecting the outcome. To the extent acceptable to the other party, he is advised to make arrangements as far as possible. It would be beneficial to re-plan the interruption with a later tomato clock instead of dealing directly with it at the time.

Visualize and then Harden

External interrupts should be clearly visible. If you want to reduce interruptions, be realistic and understand the type and number of interruptions you encounter.

The minus sign in today's backlog represents interrupts.

Urgent matters, void the tomato bell, carry on matters, take a break after the end, and then start the tomato bell.

External interrupt Policy

In summary, the type and number of external interrupts should be clarified. Track each interrupt by drawing a minus sign and writing down the required activity name.

The policy for handling external interrupts consists of the following four steps.

(1) told: "I have something on hand, I am busy." ”

(2) Consultation: "Friday to help you do it, OK?" ”

(3) Plan: Write down the name of the event and later plan the tomato clock for the future.

(4) Answer: Follow the promise to call back or reply, otherwise, next time people will not be able to trust you.

Ask yourself: Interrupt

1. What kind of interruptions do you often get bothered with at work?
2. What do you do when someone bothers you with irrelevant questions?
3. How do you keep a new idea of the epiphany?
4. At what time do you not concentrate on your work?
5. Do you always remember to answer each other according to your promise?

The fourth chapter of the working law of tomatoes, reading notes