When everything is urgent.
WHAT THE SITUATION IS
More demands than capacity, all claiming priority.
WHAT NOT TO DO
Attempt everything.
WHY
It produces everything done badly and late.
WHAT TO ESTABLISH
What actually matters most.
HOW TO DECIDE
What has the greatest consequence if it fails What has a genuine deadline What others depend on What is quickest to remove
WHY THAT LAST ONE
Removing several small items clears attention.
WHAT TO ESTABLISH ABOUT DEADLINES
Which are real.
WHY
Many stated deadlines are preferences.
HOW TO FIND OUT
Ask what happens if it is later.
WHAT TO DO ABOUT COMPETING DEMANDS FROM DIFFERENT PEOPLE
Make the conflict visible to them.
HOW
State what you are working on, and ask which should move.
WHY
Each person assumes theirs is the only demand.
WHAT THAT ACHIEVES
The decision is made by whoever should make it.
WHAT TO AVOID
Deciding silently and disappointing someone Committing to everything
WHAT TO COMMUNICATE
Revised timings, early.
WHY EARLY
People can adjust to a warned delay.
WHAT TO DO ABOUT PERSISTENT OVERLOAD
Address the cause.
WHAT THE CAUSES USUALLY ARE
Too few people Work that should be stopped Poor processes Inability to decline
WHY IT MATTERS
Overload managed personally forever is a structural problem being absorbed.
