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The Shipping Game

The Shipping Game. 6 Ships in the harbor 1 crane per pier Each 1 crane offloads 1 ship in 6 days Two cranes can offload in 3 days, 3 in 2, etc… Cranes can be moved at no cost All captains want their ships offloaded now Be prepared to defend your strategy. 5 Minutes. The Shipping Game.

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The Shipping Game

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  1. The Shipping Game • 6 Ships in the harbor • 1 crane per pier • Each 1 crane offloads 1 ship in 6 days • Two cranes can offload in 3 days, 3 in 2, etc… • Cranes can be moved at no cost • All captains want their ships offloaded now • Be prepared to defend your strategy 5 Minutes

  2. The Shipping Game All 1’s: 6+6+6+6+6+6 = 36/6 = 6 days avg All 2’s: 3+6+3+6+3+6 = 27/6 = 4.5 days avg All 3’s: 2+4+6+2+4+6 = 24/6 = 4 days avg All 6’s: 1+2+3+4+5+6 = 21/6 = 3.5 days avg

  3. The Shipping Game • You make $$$ when ships at sea • If all 6 ships in port x 6 days = no money • If one out/day, first 5 make money

  4. What can we learn from The Shipping Game?

  5. The Acceleration Trap Scott Grogan, DO, FAAFP Faculty Development Fellow

  6. Objectives • Witnessed benefits of resource concentration • Defined problems w/ org multitasking • Listed strategies to manage “The Trap” • Explored our workplace Acceleration Trap • Committed to Trap-avoiding strategy

  7. Take Home Points • Multitasking is killing your effectiveness • Concentrate resources intensively • Bury unnecessary projects (& celebrate!)

  8. The Acceleration Trap • Market/corporate pressure, organizations do more…and more…and more… • Succeed initially, but furious pace=new normal = chronic overloading • Leaders fight the symptoms, not the cause • Low motivation ≠ laziness

  9. Multitasking Problems • Student Syndrome • Parkinson’s Law • John Medina

  10. The Student Syndrome

  11. The Student Syndrome Task scheduled available start Task scheduled completion date

  12. The Student Syndrome • Delay starting because we have time • Other pressing priorities come first • Murphy's law sets in • A difficult project is due in 5 days? • “Can we negotiate for 10?” • Waste built-in safety

  13. Parkinson’s Law “The demand upon a resource tends to expand to match the supply of the resource.”

  14. Parkinson’s Law “The amount of time which one has to perform a task is the amount of time it will take to complete the task.”

  15. Parkinson’s Law “The amount of time which an organization has to perform a task is the amount of time it will take to complete the task.”

  16. Parkinson’s Law • We will fill all available time • Will barely finish on time • Why? • Judged on results • Future time and budget will be cut • Pad estimation & budget

  17. John Medina “Multitasking, when it comes to paying attention, is a myth.”

  18. Multitasking • Overestimation of required time • Rarely have timeformultiple projects • Multiple projects = switching costs • Bouncing between projects = switching costs • Poor multitasking = project extensions

  19. Multitasking is killing your effectiveness

  20. Your Responses 85.7% 100% 50% 85.7% 85.7% 71.4% 85.7% 85.7% • Is it hard to get the most important things done because too many other activities diffuse focus? • Is there a tendency to continually drive the organization to the limits of its capacity? • Is it impossible for employees to see the light at the end of the tunnel? • Do employees talk a lot about how big their workload is? • Is busyness valued? • Are managers expected to act as role models by being involved in multiple projects? • Is “no” a taboo word, even for people who have already taken on too many projects? • In their free time, do employees keep their cell phones or messaging devices on because they feel they always need to be reachable?

  21. How Can We Proceed? 10 Minutes

  22. Getting Out Of The Trap • Stop the action • Be clear about strategy • Decide how to make decisions • Declare the turmoil over

  23. Avoiding The Trap • Institute spring cleaning • Cap annual goals • Filter new projects • Introduce a “burying” culture

  24. Change The Culture • Focus on one thing for only limited time • Institute time-outs • Indulge in successes • Slow down to speed up • Model better behavior • Use feedback systems

  25. Now What? • Concentrate…. • Bury…

  26. PROJECT

  27. Concentrate & Bury • As individuals • What (org) initiatives are you working on? • Prioritize your list • We will list all responses 3 Minutes

  28. Concentrate & Bury • As small groups • Prioritize the list • We will hear each group 3 Minutes

  29. Concentrate & Bury • As a large group • Prioritize the list • We will list all responses 3 Minutes

  30. How Can We Proceed? • Getting out of the Trap • Avoiding the Trap • Change the culture

  31. How can we concentrate our efforts? • How can we change our culture? • What can we commit to for the future?

  32. Objectives • Witnessed benefits of resource concentration • Defined problems w/ org multitasking • Listed strategies to manage “The Trap” • Explored our workplace Acceleration Trap • Discussed a project to bury

  33. Take Home Points • Multitasking is killing your effectiveness • Concentrate resources intensively • Bury unnecessary projects (& celebrate!)

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