“Even Nobel-winning economists procrastinate,” says James Surowieki, in an article about the things that cause us to put off today what we think could be done tomorrow. Surowieki looks at many different causative factors, from economic, philosophical, and psychological perspectives. Ultimately, he concludes that everyone procrastinates, for a variety of reasons.
One explanation that stands out for me is Thomas Schelling’s “divided self” theory. Schelling’s theory suggests that in moments of decision-making, there are different factions within us that vie for control. In general, one faction represents short-term interests, and another represents long-term interests. The challenge is to find an effective balance between our competing selves.
I think I checked Facebook 17 times when writing this blog. And who doesn’t “stumbleupon” something, or YouTube a flash mob every once in a while at work? Is this really a big deal?
If left unchecked, procrastinating at work can definitely be problematic. By avoiding what needs to be done, staff can create a last-minute culture in the workplace. In this type of atmosphere, where job assignments are rushed, errors and injuries are far more likely to occur.
What should a manager do if an employee says, “I work well under pressure” (i.e. “I procrastinate, but don’t worry, I’ll get my work done”)? The answer is accountability. When expectations for accuracy and professionalism are clearly expressed, there is less room for wasting time at work. Some organizations have gone so far as to block websites like Facebook and personal email sites. While intending to keep staff on task, this sort of policy has the potential to create an atmosphere of distrust. Instead, management should think outside the box. Why not create opportunities for structured work breaks? Meditation rooms and problem solving games can motivate productivity by encouraging creative thinking. The key is to determine the causes of procrastination in a particular organization, and then choose a strategy to ensure consistent optimal performance.
Effective performance management is the way to identify procrastination in the work place. This is achieved through clear communication and frequent feedback. Then, when it comes time to isolate the causes of this problem behaviour, Surowieki’s article is a great initial resource. The remedy that is chosen should address the root of the issue. Whether the solution is a hard-line ban on perceived distractions or a creative approach, will be determined by the overarching strategy of the organization. A warehouse atmosphere might choose a restrictive solution, while a growing e-commerce firm would go with the latter. Ultimately, managers should resolve performance issues without haste, rather than falling victim to clock robbers.
