![]() ![]() Zhu and colleagues found that individuals tend to delay the important tasks that often have higher-impact outcomes and complete the urgent tasks first, despite knowing the outcomes or end results of these tasks are often smaller.ģ They termed this concept the “mere urgency effect,” defined as “a tendency to pursue urgency over importance even when normative reasons are controlled for.”ģ Examples of these normative reasons include that important tasks are often more challenging not completing urgent tasks may lead to the loss of opportunities urgent tasks may have a high demand or low supply, which impacts how the individual may assess the task and related outcome the results of urgent tasks are seen earlier and the outcomes of important tasks may be unknown (ie, acceptance of a manuscript) and may take time to know the results. ![]() Likewise, when evaluating a to-do list, it can be tempting to complete the simplest, least important tasks first to build a sense of accomplishment and productivity instead of working on a more time-intensive but ultimately more important task. ![]() Studies of human behavior have demonstrated that people are very good at identifying and completing tasks that are both important and urgent and assigning a low priority to tasks that are both unimportant and nonurgent.Ģ However, people are less successful at prioritizing important tasks over those that are urgent or just feel urgent.Ģ For example, a protected day may be reserved for an important task like writing a portion of a manuscript yet when the day arrives, it can be difficult for some to keep that time dedicated to writing when faced with requests for impromptu meetings, a discussion with a colleague, or even an in-box full of emails requiring actions or responses. The last category includes unimportant and nonurgent tasks with limited value and no real completion deadline. The third includes urgent but unimportant tasks, with low-impact outcomes and short completion windows. The second category is important but not urgent items these are tasks with high-impact outcomes but long completion windows, such as achieving promotion and tenure, submitting a grant, publishing scholarly work, setting strategic goals, and career development. Eisenhower’s management beliefs and style the matrix helps individuals separate out urgent tasks from important tasks.ġ The Eisenhower Matrix defines important tasks as larger projects related to one’s career goals and strategic planning initiatives, while urgent tasks are defined as those that need to be or give the appearance of needing to be addressed right away and are usually completed quickly and easily.ġ The matrix further divides tasks into four distinct categories, beginning with items that are both important and urgent, namely those with high-impact outcomes and short time windows for completion. The Eisenhower Matrix is a management philosophy based upon the study of President Dwight D. To prosper as an academic, one must be able to identify the truly urgent issues over those that give an illusion of urgency, or else the short-term requests may interfere with the important time-intensive and productivity-driven tasks that the promotion and tenure process is primarily based upon. Yet, these stimuli and responsibilities, coming from students, faculty, administrators, professional organizations, colleagues, and external stakeholders, can get overwhelming, especially as many of the requests can feel like they require an immediate response. One of the many rewarding aspects of an academic career is the numerous, varied responsibilities that create a stimulating job with a daily schedule that is different from one day to the next. ![]()
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