Multitasking in an Academic Environment

Multitasking entails the ability to complete two types of tasks at once in an effort to complete both by certain time frames. Conventional multitasking at the same time is different than multitasking larger projects where each has its own schedule and time. Professors that engage in multiple large projects at once, teaching students, and completing administrative duties often become skilled at multitasking offering an important lesson for industry managers.

The brain only has so much ability to process information at the same time. Eventually the quality of the work completed slows down and mistakes are made. However, this only applies to tasks that are being conducted at the same time and not necessarily projects that have smaller tasks that can be completed individually.

The same overload occurs among professors who are attempting to complete academic projects but are distracted by phones, music, interruptions etc.. A study of over a thousand professors found that when they attempted to do too many tasks with too much environmental stimuli the quality of work declined (Baran, 2013).

Larger projects are a little different as they project might be completed over the period of months or even a year. Life cannot go on hold when these large projects are in process and professors will need to find ways of handling other daily work responsibilities. Whether they are teaching and researching or writing a book and developing a course they will need to find a way to manage both simultaneously.

Large projects are typically broken down into smaller steps. Each day you may have some piece to complete to reach the larger goal. Understanding the steps in the larger process will make multitasking easier as each step can be completed in a single sitting of an an hour or more. Narrowing focus on this task will improve the quality and time taken for accomplishment.

Let us take the task of writing a journal article. Such work occurs over many days, if not months, and contains hundreds of small tasks that include research, analysis, writing, proof reading, and submission. Spending a few hours everyday reading the literature and taking notes is especially helpful in working toward the final product.

Each day will bring a new task that leads to the fulfillment of a larger goal. While engaged in these minitasks it is important to reduce other distractions that are present. This may include turning off your radio, closing your office door, or turning off your cell phone. While completing this minitask there should be no other concerns for this brief period.

Multitasking can include completing multiple larger projects at one time but focusing on specific tasks in isolation to ensure that your quality is strong and projects move forward at a brisk pace. By breaking down large projects into individual tasks and reducing distractions on these individual tasks the quality of workmanship can rise. Learning to multitask will save you time and frustration throughout your career.


Bahran, B. (2013). The effect of multitasking to faculty members' academic works. Educational Sciences: Theory and Practice, 13 (4).

Effective Negotiation-Turning a "No" into a "Yes"

Effective negotiations skills have a significant place in business as contracts, labor agreements, positions, raises, and even work conditions are often negotiated. As people move up the ranks in position and skill they will likely become involved in negotiations as their positions are no longer bound by clear definitions that define entry level positions. Whether you are negotiating on the behalf of a company or with a company consider a few tips that can turn a "no" into a "yes".

All negotiations come with an end game that includes a place where both parties agree to a particular contract or understanding. Getting to that place where both parties accept a specific outcome is the more difficult task. There will be banter, game playing, and information sharing that brings both parties from A to Z.

At its heart, negotiation is about sharing perspective. When both parties are open to understanding each other and coming to a conclusion the process may take less time and effort than when two parties have mental barriers. The closer the perspectives and basic fundamental understandings of both parties the more likely a fast resolution will result.

When work is needed parties share information and seek to use leverage. Sharing information and leverage are really the only two levels of negotiation. Leverage isn't necessarily coercive but it can be depending on the circumstances and perspective of the parties. For example, a union can threaten to walk out of negotiation if the company is not willing to budge on a particular point.

A complex web of leverage upon leverage can develop where one party offers something of value or is willing to take it away an item of value depending on the action and reaction of the other party. After subsequent rounds of offering different solutions the parties will naturally begin to share some levels of perspective where each party knows what the other wants and finding the fastest way to get there is the best bet.

Both sides come with some level of enthusiasm but with incorrect assumptions of what they can get out of the negotiation. After sharing information and using leverage both parties come to a better understanding of the likely outcomes. The less adversarial the parties the more likely they are able to come to this understanding without the bruised egos.

Turning a "no" into "yes" requires using information and leverage to its maximum potential. Providing that information which strengthens ones position is necessary. Yet one should neglect their opponent least they entrench them into a position where they are not likely to budge thereby costing more money and effort than is necessary.

Understand your position and your opponents positions to define the limits. Seek to find a way in which both parties can get what they want creating a win-win situation. If this is not possible then it is necessary to discussing other options that may be acceptable to both parties. It may not be the best scenario but it could result in something that is acceptable.

Make sure you are prepared with the facts and figures needed to judge and weigh each option as it will save considerable time. Know what your opponent wants and their end point where the figures can no longer add up for them. Ensure you know your own companies positions and what lines it cannot cross. Create benchmarks for entry, acceptable, and best case scenarios.

Converting "no" to "yes" is a process of creating an understanding in your opponent and your own team. It is often necessary to give information, facts, and figures in a way that leads one to a conclusion. Don't underestimate your opponent as they also have a strategy and methodology to get your agreement. Make sure that you maintain control of the negotiation process by being proactive and influencing the nature of the conversation when possible. This is more likely if you are armed with information.

The Nature of Genius in Today's Society

High Cognitive Ability (HCA) is something we idealize in society but don't often understand its nature. Those with HCA are known to have developed new and unique contributions to society that range from business to art. For example, Steve Jobs grew Apple into a successful business and Picasso produced master works in Art. Each of them had a unique skill that was channeled into some constructive activity. It is important to understand genius in society so they can be tasked for the greatest benefit.

I read a book entitled Genius Gift or Curse? by Dr. James MacLean that delves into the biological and key modifiers of genius behavior. He studies multiple geniuses throughout history and uses his own practice to understand how HCA influences life and behavior. The work further provides an understanding of the mixed blessing and curse high intelligence bring with it and the benefit of channeling this intelligence into some useful activity.

Genius can either be a positive force or a negative force. When genius is channeled into a useful activity it often creates new and profound additions to intellectual or artistic knowledge. However, when genius is not channeled it can become a destructive force. The genius and their ability to channel appropriately is based in their childhood experiences and the influences of others.

Geniuses also have higher levels of internal angst that cause tension to create and develop new things. This so called frustration encourages to fully lose themselves into some activity.  They have it is an internal desire to work on a new painting, write a new book, study the laws of motion, or any other topic/activity they find interesting.

The neuro-biological template of the genius is very different from other people. Their brains work at a faster pace and create a higher level of neural activity that leads to inspiration. Less loss of current occurs being the neurons because of a higher fatty brain material.

People with HCA often experience emotions on a higher state than others. Those biological skills that allow them to compose music, act, dance, and feel the hum of pleases sounds also offers higher emotional awareness. How this is experienced depends on the person and their ability to deal with these intense emotions.

Moral and ethical values are heightened in this population as they think deeper about the very nature of life and society. That philosophical side that were present in the moral sentiments of Plato and Homer are applied to daily questions of right and wrong. Genius become easily frustrated by lack of fairness or honesty in the system.

Genius are products of their biological nature and the environment in which they were raised. Each will naturally have an impact what types of activities the genius engages in. When properly channeled and groomed geniuses do a great many things but when their creative power is not channeled they often turn in on themselves and become destructive. Grooming those with HCA can pay dividends in the long run as society is advanced through their activities.

The Benefits of Active Listening for Employee Relations

It is difficult for manages to understand their workplace and how to improve performance if they are not actively listening to their employees. This means listening to their conversations, paying attention when employees are talking, and trying to find improvements in the workplace that creates congruence between employee desires and firm performance. Managers that listen are better able to coach and counsel their employees to higher levels of functioning.

Listening is a skill that takes considerable time to develop but can be learned with practice. Active listening is in presence form where the manager listens without interrupting the employee. They may ask probing questions but ultimately want the employee to express themselves fully because this adds to the managers knowledge of both the employee and the organization.

Those managers who fail to actively listen often find that employees no longer bring their issues to them nor are they enthusiastic about speaking up about operational problems increasing the chances of large problems down the road. If employees are prompted negatively to their managers they will not be open to issues, problems, ideas, or improvements; the organization ultimately loses.

Consider organizational cultures where there is a huge divide between managers and employees. These cultures develop due to the inherent separation that occurs between employee and manager communication. Using active listening and paying attention to employee needs can lessen this divide and help in developing an inclusive culture.

Once a poor culture begins to develop an in and out-group among managers and employees it is very difficult to counter that new development. Managers will need to engage workers, change their course of action, and open up communication lines. Organizations that foster a manager-employee divide or power-distance relationships will eventually find themselves falling behind their competitors.

 Open communication is also very egalitarian. Open communication helps to ensure that company employees, whether they be managers or not, are considered important to the entire organization. Companies that foster egalitarian environments may also find that employee loyalty rises as employees feel valued and respected.

Managers have a responsibility to coach and counsel to improve the overall performance of their employees. Without actively listening it will be difficult for managers to effectively coach and counsel their employees. They will not be able to understand the employees needs or make important contributions to their understanding.

Active listening isn't particularly hard but does require a level of engagement with employees. Paying attention to the employee, thinking about what they are saying, and asking questions about any areas the manager doesn't understand helps in fully understanding the situation. Once the employee's actual position is known the manager is then able to give appropriate direction and advice to employees.

Developing appropriate relationships with subordinates helps in the creation of an organization constantly changing through information sharing. Active listening is about encouraging a more inclusive and innovative environment so that ideas move between the functional layers of a company and to the right people. It also reduces employee issues as employees and company begin to similarities of perspective. The information gained by active listening will not only build stronger workplace relationships but also improve upon operational functioning. 

Breaking Strategy Into Measurable Employee Actions

All organizations have strategies that help them define their approach to competing on the market. In the corporate world the development of strategy is one important aspect of executive management while successful implementation of that strategy is a second. Solid strategies, that can compete on the market, should be implemented throughout the organization creating deep alignment and competitive advantages. Breaking strategies into executive, managerial, and employee functions helps in finding an improvement blueprint.

The far majority of strategies don't fail at actual design but fail during the implementation process. As strategies are implemented throughout the organization they do not move deep enough to ensure that actions are integrated with operations. Understanding the activities needed at each level of the organization has its benefits for implementation and management.

The process of breaking down strategy into definable actions helps companies convert employee action into measurable outcomes. It provides a larger framework for understanding how each employee either contributes to or detracts from the organization. Likewise, it also offers a better understanding how departmental actions contribute to financial success.

Executive Level

High level corporate strategies are developed to define the needs of the organization and what major functions fulfill those needs. These corporate strategies help in directing departments on their major functions and goals.

Example: The fastest seating and service within the local dining market.

Managerial Level

Each department will have their own goals and functions. Managers break these goals into daily activities and actions. Managers oversea these processes to ensure that everyone is working according to the definitions of the department and the strategies that guide the department. 

Example: Employees should seat and provide drinks for customers within ten minutes of entry.

Employee Level

Employees are trained on very specific functions that might include taking customers orders, refilling machines, or greeting customers. The definition of these functions is finite and offers the ability of the employee to understand their position. 

Example: Greet the customer within two minutes by saying "hello", "welcome", or "good day".

Each level (executive, managerial, and employee) have functions that correspond to their designed spheres of influence. Each of these functions are under the control of the appropriate position. Executives offer higher level strategies, managers provide daily actionable direction to employees, and employees complete specific functions. The level of flexibility is dependent on the actual position itself.

Having a working definition of the functions and objectives of each department and position helps in managing the entire process. It becomes much easier to see how an adjustment in one area can impact the entire chain. For example, adjusting from the fastest service to the friendliest service in the local market will create corresponding adjustments at the departmental and employee levels.

Part of the strategic planning should be to understand how each individual piece fits within the large pie. It is possible to review the market and find where competitive advantages are likely to be found and then break them down throughout the organization until you get to individual actions. Such analysis and planning affords an opportunity to better align actions to strategies that produce higher results.