Study Hacks

A Weekly Plan Case Study

Last week I wrote a post about my habit of planning out my whole week in advance. I provided some example plans from my own life, but many of you were interested in how this technique applies to other types of work.

Fortunately, I recently received the following note from a lawyer whom I’ll call John:

I tried writing out my week last week for the first time using [a method from your blog post]. When I reviewed my week on Friday afternoon, I was surprised at how much more I accomplished compared to my usual method of scheduling time to complete tasks in Outlook. Thanks for sharing this method.

Naturally, I asked John if he’d allow me to share his plan with you. He agreed. Here it is (properly anonymized, of course):

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A Planning Habit

On Monday mornings I plan the upcoming work week. I capture this plan in an e-mail and send it to myself so that I will be sure to see it and have access to it daily. (See the snapshot above of some recent plans in my inbox.)

This planning can take a long time; almost always longer than an hour. But the return on investment is phenomenal. To visualize your whole week at once allows you to spread out, batch, and prioritize work in a manner that significantly increases what you accomplish and goes a long way toward eliminating work pile-ups and late nights (the latter being crucial if you practice fixed-schedule productivity).

There is no best format for creating a weekly plan. In fact, I’ve found it’s crucial to embrace flexibility. The style or format of your plan should match the challenges of the specific week ahead. (Indeed, attempting to force some format to your plan can reduce the probability you maintain the habit.)

To illustrate this point, I will show you two recent weekly plans I used (with the content scrubbed where needed for privacy reasons).

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An Effectual Understanding of Impact

I’ve long been interested in the idea of the impact instinct: the ability for a trained professional to continuously generate big wins at a rate much higher than his or her equally well-trained peers (see here and here and here).

What explains this impact instinct?

A reader named Jason recently pointed me toward some interesting research relevant to this question. The topic is effectuation, a theory of entrepreneurial success devised by Saras Sarasvathy (see above), a professor at the University of Virginia’s Darden School of Business.

The origin of effectuation is a study Sarasvathy conducted in 1997. She traveled the country to interview 30 different entrepreneurs who founded successful companies (their company valuations were all measured in hundreds of millions of dollars). Instead of simply asking them their approach to business, she had each solve a 17-page problem set containing 10 decision problems relevant to introducing a new product. She asked that they talk out loud about their thinking, and then later scrutinized the transcripts of these sessions. The patterns she identified became effectuation theory.

In a nutshell, this theory notes that we’re used to thinking about problems (especially in the business world) using causal rationality. We identify a goal and then attempt to identify the optimal path to accomplishing this goal given our current resources. This process is top-down with the final goal occupying the apex position.

The entrepreneurs Sarasvathy interviewed did not rely on causal thinking. They instead relied on an alternative she called effectuative thinking.

Effectuative thinking, unlike causal thinking, is bottom-up. It doesn’t start with a final goal in mind. Instead, as Sarasvathy explains, “it begins with a given set of means and allows goals to emerge contingently over time.”

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