Paradigms of Time LO18819

StevRandal@aol.com
Mon, 10 Aug 1998 00:07:09 EDT

A great deal has been written about time management, yet almost none of
this literature defines its underlying assumptions and models, nor does it
take the full range of human experience into consideration. The following
(short version of an) article attempts to clarify the field of time
management for Learning Organizations by defining two widely varying
paradigms underlying time management and points out implications of each
model for productivity and well-being. For the full article, see
http://members.aol.com/rslts, then on the homepage look for the link to 
under What's there to read?

Performance and Well-Being Depend on the Paradigm of Time

Conventional Time Management (CTM) cannot resolve our problems with time.
It cannot deliver what it promises because of limits built into the linear
time paradigm (LT) that usually underlies CTM.

*Linear time* says that the flow of time is an objective fact of life,
built into reality itself. So time pressures as well as the feeling that
what we can accomplish in a given period of time is limited are quite
realistic, something we can at best adapt to.

Stephen Covey suggests an alternative paradigm based on the *importance*
of what we do, rather than the urgency of tasks. (*First Things First*, p.
13) However, Coveys purportedly new generation of time management is not
qualitatively different because tasks are still presumed to occur within
an objective flow of time.

The inner time paradigm (IT) is qualitatively different, and says that the
flow of time is not objective and external. Scientists have not
discovered any flow of time in nature. This flow is a product of our
conditioning, and is under our control. In fact, the flow reflects the
degree to which we have separated ourselves from the task at hand.

What is the relevance of all this for the business world? Covey says (and
I agree with him here), The way we see (our paradigm) leads to what we
do. . . and what we do leads to the results we get in our lives. (p. 28)
Clearly, the levels of productivity, health, and well-being you can expect
under the LT paradigm are lower than under the IT model. In fact, my
research has shown that peak performance is possible only with the IT
model. We can actually use this flow as a means of self-actualizing,
continuous improvement in the workplace, and challenge ourselves to
transform all forms of time flow into timeless peak performance.

Business is quickly realizing the need to change over to the IT paradigm:
Many corporations are aware that they need to alter how they perceive
time and its relationship to personal satisfaction if they mean to remain
competitive. (Hunt and Hait, p. 12) Today . . . shifting rhythm is
essential not only to physical and mental well-being, but also to improved
productivity. A good many management consultants believe this as much as
I do. (Rechtschaffen, p. 150)

*First Things First,* Stephen R. Covey. New York: Simon & Schuster, 1994.
*The Tao of Time,* Diana Hunt and Pam Hait. New York: Henry Holt, 1990.
*Time Shifting,* Stephen Rechtschaffen. New York: Doubleday, 1996.

Best wishes,
Steve Randall, Ph.D. - Results in No Time - email: stevrandal@aol.com
Time Management Supersite: http://members.aol.com/rslts
Site includes complete time management courses & resource directory
land: 1124 Ballena Blvd., Suite 5, Alameda CA 94501
phone & fax: 510-749-9931

-- 


StevRandal@aol.com


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