Time ManagementPresent: Clark George, Leece Duncan, McKenzie Alison, Peden Bob, Rennie Joan, Simpson Alison Apologies: Barnett Donna (Flu)
Discussion revolved around the following handouts: The Time Management Matrix recognizes four Quadrants:
Ideally, if you are well prepared, well planned, and exercise good time management then you will occupy the bliss of Quadrant 2 from where you will see what is coming and will not thus end up as a crisis manager in Quadrant 1. But life is rarely that simple:
There was general appreciation that:
There were mixed feelings about the ‘Logs’ suggested on the handout on Time Capsules. They could be time consuming if carried to extremes but it might be useful to think about them sometimes to ‘reality test’ how we actually spend our time.
We took issue with the theory that professionals should delegate routine administrative tasks to clerical staff. Staff divisions are not always clear cut in CED. Volunteers may begin doing clerical work (stuffing envelops) but they should be encouraged to take on professional duties (dreaming dreams) as part of their personal development. Sometimes it is good for the professionals to stuff envelops because it is relaxing and allows the subconscious to mull over the big thoughts. Duncan and George also noted that it is good psychology for ‘bosses’ to engage in ‘menial’ work as it makes such work seem more important and makes the ‘bosses’ seem like nice guys. It was also noted that there is at least one CED organisation in Aberdeenshire where the ‘Board" very clearly does not see its role as stuffing envelops – the organisation has no volunteers! Most of us now have diaries in which we record what will and has happened. Donna will probably have the database ready some time next week so we can try transcribing into it using the codes. To goal is to have a useful recording/reporting system using a process that is as fast and painless as possible. Volunteer time Many volunteers who are able and willing do not recognize their limitations. They take too much on themselves and therefore a lot is left undone. We need to help such people recognize their limitations – perhaps by introducing them to time management theories! Some CED tasks are large and time consuming. People can easily lose heart. So it is useful to carve up the task into a series of manageable bits. Then there can be a series of small successes which will motivate people to keep going. How do you eat an elephant? One mouthful at a time. (Don’t bite off more than you can chew!) 3. The role of paid staff in CED organisations Projects change gear and character when they take on paid staff. Sometimes the staff are viewed as envelop stuffers and sometimes as fund raisers or project managers. In whatever case their role tends to change over time. Many ‘secretaries’ and admin assistants quickly develop knowledge and skills which make them into project managers whose abilities can quickly exceed those of the Board. There is then a danger that the Board becomes a rubber stamp for whatever the paid staff decides. This is undesirable. The idea is to help the various CED groups develop knowledge and skills so that they do not need (a) ‘outsiders’ or (b) paid staff to do their thinking for them. A group may well create jobs as part of its economic development strategy but, if it is to be sustainable, control and ownership must remain with the community group i.e. with the Board and the members of the CED organisation which set the ball in motion. If the paid staff take control away from the community members this is like unelected civil servants taking power away from elected ministers (the Yes Minister syndrome) or Council Officials taking power away from elected Councilors. A large part of CED is about helping people take control of their own lives and destinies, of becoming self sufficient and self reliant. It is about making a life as well as a living.
4. The future of PDL The information, training and support which PDL used to provide is now delivered through the Banffshire Partnership. It is thus time for PDL to rethink its mission. This point was raised at the last PDL monthly meeting. PDL exists to serve and service the Sixvillages area and has four websites dedicated exclusively to this task.
Other associated and geographically more limited websites include:
There are already several public access computer points in the area and there is thought of putting ICT training facilities into the Mill building as part of the Quarterdeck project. Does this suggest an ICT enhanced and enhancing role for PDL in the sixvillages area?
Notes by George Clark 16 February 2001 | ||||||||||||||||||||||||||||||||||||||||||