Timeliness Of Action Quotes

The more deeper you think, the more silent you become. You understand the reasons behind the reason. It may not necessarily mean you are short of words. You however know what ignorance can trigger and how to deal with ignorance and purpose. The timeliness of your word is surely on point.

The more deeper you think, the more silence you become. You understand the reasons behind the reason. It may not necessarily mean you are short of words. You however know what ignorance can trigger and how to deal with ignorance and purpose. The timeliness of your word is surely on point

I was trying to write then and I found the greatest difficulty, aside from knowing truly what you really felt, rather than what you were supposed to feel, and had been taught to feel, was to put down what really happened in action; what the actual things were which produced the emotion that you experienced. In writing for a newspaper you told what happened and, with one trick and another, you communicated the emotion aided by the element of timeliness which gives a certain emotion to any account of something that has happened on that day; but the real thing, the sequence of motion and fact which made the emotion and which would be as valid in a year or in ten years or, with luck and if you stated it purely enough, always, was beyond me and I was working very hard to try to get it.

I was trying to write then and I found the greatest difficulty, aside from knowing truly what you really felt, rather than what you were supposed to feel, and had been taught to feel, was to put down what really happened in action; what the actual things were which produced the emotion that you experienced. In writing for a newspaper you told what happened and, with one trick and another, you communicated the emotion aided by the element of timeliness which gives a certain emotion to any account of something that has happened on that day; but the real thing, the sequence of motion and fact which made the emotion and which would be as valid in a year or in ten years or, with luck and if you stated it purely enough, always, was beyond me and I was working very hard to get it.

Action Steps 1. Evaluate your progress regarding the tasks on your to-do list before offering to help other people. Note how much time you’ve allocated to each task and determine whether you have enough time left in the day to address them as planned. If you’re ahead of schedule, offer your help to the person asking for it. Otherwise, tactfully say “no” and explain your reason. Obviously, there’s nothing wrong with helping people. You should do so whenever you can. But you need to make sure you’re not jeopardizing the quality or timeliness of your own work in the process. 2. Remind yourself that few requests are truly emergencies. People seeking help usually want to receive it immediately. Their urgency rarely stems from a crisis. Rather, most people simply want whatever they seek sooner rather than later. It’s human nature. Before offering your help, determine whether a true crisis exists that warrants your swift attention. Again, most “emergencies” aren’t emergencies at all. 3. Ask whether you can help the person later. That allows you to say “no” and simultaneously appear willing to accommodate the individual. This approach also helps you to retain control of your time, a crucial part of working productively. People who hear this response will find it to be more palatable than a simple “no.” 4. Find out what you’re being asked to commit yourself to. When people ask for help, they often downplay the amount of time it will take. For example, consider the times you’ve heard someone ask you, “Got a second for a quick question?” Ask the person seeking your help to clearly describe what he or she wants you to do for them. If the tasks involved require more time than you have to offer, you’ll have a suitable reason to decline. 5. Decide in advance the activities you won’t help others with. Placing limits on the types of work you’re willing to address will make it easier to rebuff requests for help. For example, you might decide to shun making phone calls before 10:00 a.m. because you know such calls expose you to potential time sinks. A planned 3-minute call can easily turn into 20 minutes if the person you’ve called is chatty. If a coworker asks you to call a vendor or client for him or her, tactfully decline and explain your reason.

Change comes first from stepping outside the limited information that can be seen from any single place in the system and getting an overview. From a wider perspective, information flows, goals, incentives, and disincentives can be restructured so that separate, bounded, rational actions do add up to results that everyone desires. It’s amazing how quickly and easily behavior changes can come, with even slight enlargement of bounded rationality, by providing better, more complete, timelier information.