Several years ago, I read Stephen Covey’s “The 7 Habits of Highly Effective People.” It had a lasting impact on me. Through my life, I have found myself relearning those lessons over and over again.
One of them was the four quadrants of time management. How we spend our time in these quadrants determines how effective we are.
Imagine a box split into four quarters. On the upper left box, we’ll put a label: “Important and Urgent.” Next to it, in the upper right, we’ll put a label saying “Important But Not Urgent.” The label for the lower left is “Urgent but Not Important.” And the last quadrant — in the lower right — is labeled “Not Important nor Urgent.”
The upper left quadrant — “Important and Urgent” — is our firefighting quadrant. It’s the stuff that is critical and can’t be put off, the emergencies in our life.
We’ll skip over quadrant two — “Important But Not Urgent” — for a moment and come back to it.
In quadrant three — “Urgent But Not Important” — are the interruptions that other people brings to us. These are the times we should say, “That sounds like a you problem, not a me problem.”
Quadrant four is where we unwind and relax, occupying our minds with nothing at all in order to give our brains and body a chance to recharge. Bingeing Netflix, scrolling through Facebook or playing a game on our phones all fall into this quadrant.
And finally, let’s go back to quadrant two: “Important But Not Urgent.” This is the key quadrant. It’s here where long-term planning and strategy live. This is where we can see the big picture.
The secret of effective time management is finding ways to shift time spent from all the other quadrants into quadrant two. It’s managing and delegating emergencies from quadrant one, so we spend less time fire-fighting. It’s prioritizing our time above the emergencies of others, so we minimize interruptions in quadrant three. And it’s keeping just enough time in quadrant four to minimize stress and keep from being overwhelmed.
The lesson of the four quadrants came back to me when I was listening to an interview with Dr. Sandro Galea, epidemiologist and author of “The Contagion Next Time.” Dr. Galea was talking about how our health care system responded to the COVID pandemic. The entire system was suddenly forced into quadrant one. It was in crisis mode, trying desperately to keep from crashing. Galea reminded us that we were forced into this mode, despite there being hundreds of lengthy reports from previous pandemics — notably the SARS crisis–– containing thousands of suggestions that could have helped to partially mitigate the impact of COVID.
Few of those suggestions were ever implemented. Our health care system, Galea noted, tends to continually lurch back and forth within quadrant one, veering from crisis to crisis. When a crisis is over, rather than go to quadrant two and make the changes necessary to avoid similar catastrophes in the future, we put the inevitable reports on a shelf where they’re ignored until it is — once again — too late.
For me, that paralleled a theme I have talked about often in the past — how we tend to avoid grappling with complexity. Quadrant two stuff is, inevitably, complex in nature. The quadrant is jammed with what we call wicked problems. In a previous column, I described these as, “complex, dynamic problems that defy black-and-white solutions. These are questions that can’t be answered by yes or no — the answer always seems to be maybe. There is no linear path to solve them. You just keep going in loops, hopefully getting closer to an answer but never quite arriving at one. Usually, the optimal solution to a wicked problem is ‘good enough — for now.’”
That’s quadrant two in a nutshell. Quadrant-one problems must be triaged into a sort of false clarity. You have to deal with the critical stuff first. The nuances and complexity are, by necessity, ignored. That all gets pushed to quadrant two, where we say we will deal with it “someday.”
Of course, someday never comes. We either stay in quadrant one, are hijacked into quadrant three, or collapse through sheer burn-out into quadrant four. The stuff that waits for us in quadrant two is just too daunting to even consider tackling.
This has direct implications for technology and every aspect of the online world. Our industry, because of its hyper-compressed timelines and the huge dollars at stake, seems firmly lodged in the urgency of quadrant one. Everything on our to-do list tends to be a fire we have to put out. And that’s true even if we only consider the things we intentionally plan for. When we factor in the unplanned emergencies, quadrant one is a time-sucking vortex that leaves nothing for any of the other quadrants.
But there is a seemingly infinite number of quadrant two things we should be thinking about. Take social media and privacy, for example. When an online platform has a massive data breach, that is a classic quadrant one catastrophe. It’s all hands on deck to deal with the crisis. But all the complex questions around what our privacy might look like in a data-inundated world falls into quadrant two. As such, they are things we don’t think much about. It’s important, but it’s not urgent.
Quadrant two thinking is systemic thinking, long-term and far-reaching. It allows us to build the foundations that helps to mitigate crisis and minimize unintended consequences.
In a world that seems to rush from fire to fire, it is this type of thinking that could save our asses.