The Procrastination Matrix

拖延矩陣

The Instant Gratification Monkey is the part of your brain that makes you procrastinate—he’s a primal part of you who lives to maximize the ease of the present moment. Read more about him.

瞬足（瞬間滿足）猴子是讓你形成拖延绎巨，它是你大腦的一個(gè)部分—他讓你能夠在暫時(shí)的時(shí)刻最輕松的生活的一種原始機(jī)制治泥。

The Panic Monster is the part of your brain that wakes up and has a freak out when a deadline draws too close. He’s the only thing the monkey is terrified of and the only reason a procrastinator ever manages to get anything done.

當(dāng)截止日期臨近的時(shí)候昆烁，你大腦中恐慌的怪物就會(huì)被喚醒并感到崩潰审孽。這是唯一可以讓猴子感到恐慌并且是唯一的理由讓一個(gè)拖延者設(shè)法去完成一件事情互例。

Rational Decision-Maker—inner-self.

合理決策制造者—內(nèi)在自我

High school is full of regular deadlines and short-term project, and even long term projects had sub-deadlines that force pacing upon you.

高校都充滿了有規(guī)律的截止日期和短期計(jì)劃，而且即使長(zhǎng)期計(jì)劃也都有在其之上的截止日期去按步就班的完成章喉。

There was definitely an Instant Gratification Monkey in my head, but he was cute more than anything. With deadlines looming constantly, my Panic Monster was never fully asleep, and the monkey knew that while he could have some time at the wheel each day, he wasn’t the one in charge.

在我們的大腦中會(huì)確信出現(xiàn)一只瞬足的猴子缭乘，但是他顯得比其他事物更加可愛(ài)。伴隨著截止日期的隱隱到來(lái)邑茄，我們恐慌的怪物從來(lái)不敢去安穩(wěn)睡覺(jué)姨蝴，這時(shí)猴子知道他可以在每一天擁有控制權(quán)的時(shí)候，他也并不是唯一擁有掌控權(quán)的肺缕。

My Brain in High School:

PanicMonster/Rational Decision-Maker/Instant Gratification Monkey

Rational Decision: “If I get my homework done now, I can enjoy some good TV later tonight.”

Monkey: “or……we can dick around for the next four hours and make everything stressful!”

Four hours later

Panic Monster:”AAHH”

Rational Decision:” That’s enough monkey, It’s really time to work now.”

在高校中的大腦：

恐慌的怪物/合理決策創(chuàng)造人/瞬足猴子

合理決策者：“如果我現(xiàn)在就完成了我的作業(yè)左医，我今晚后續(xù)的時(shí)間就可以看一些自己喜歡的電視節(jié)目”

猴子：“或者……我們可以游手好閑四個(gè)小時(shí)然后讓所有的事情變得緊張！”

四小時(shí)后

恐慌怪物：“啊啊啊”

合理決策者：“夠了猴子同木，該干活了浮梢。”

College is not like high school. The assignments are big, with a lot of time between deadlines, and since you’re not a child anymore, classes don’t treat you like one—no one forces you to pace anything. As a Government major, most of my classes involved a couple papers, a midterm, and a final exam over a four-month stretch, which means most of the time, there were no hard deadlines anywhere on the horizon.

大學(xué)不像是高校彤路。這些任務(wù)更繁重秕硝，在截止日期間你有大量的時(shí)間，因?yàn)槟阋膊辉偈莻€(gè)孩子了斩萌，課程也不會(huì)再那樣對(duì)待你—再也沒(méi)有人再推著你慢慢進(jìn)行一些事情缝裤。就像一個(gè)官方主修科目，在四個(gè)月的時(shí)間里大部分的課程包含了兩張紙颊郎，一場(chǎng)其中考試和一場(chǎng)期末考試，也就意味著大部分的時(shí)間霎苗，在我們的視野中沒(méi)有特別困難的截止日期存在姆吭。

Without deadlines to occupy him, my Panic Monster, who can’t think too far ahead, began to spend a lot of time in hibernation. My Rational Decision-Maker, who never realized how much he had relied on the Panic Monster, began to have difficulties carrying out his plans.

離開(kāi)截止日期去提醒他們，我的恐慌怪物就無(wú)法想的更遠(yuǎn)唁盏，然后就開(kāi)始花費(fèi)大量時(shí)間去冬眠内狸。我的合理決策創(chuàng)造者，她也就認(rèn)識(shí)不到他可以依靠恐慌怪物多少厘擂，開(kāi)始非常困難的執(zhí)行他的計(jì)劃昆淡。

Rational Decision: “The only way to get the most out of college classes is to do the assigned reading.”

Monkey:” Never ever ever!”

合理決策者：“完成大部分大學(xué)課程的唯一方法是去做有計(jì)劃的閱讀」粞希”

猴子：“決不昂灵，決對(duì)不！”

The more the Panic Monster slept, the more confidence the monkey gained. The Rational Decision-Maker, the only member of the brain who sees the world clear, was concerned—he knew that college assignments were a lot bigger than high school assignments, and that pacing was no longer something to scoff at, but a critical thing to do. He’d put his foot down about social commitments when a deadline began to draw closer, but that wouldn’t solve the problem.

恐慌怪物睡的越深，這只猴子就會(huì)獲得越多的自信眨补。合理決策制造者作為大腦群體中唯一一個(gè)對(duì)世界有清晰判斷的成員管削，顯得格外被關(guān)心—他知道大學(xué)任務(wù)比高校任務(wù)要繁重的多，按步就班的模式不再是一種值得嘲笑的事情撑螺，而是一件需要判斷的事情含思。當(dāng)事情的截止日期開(kāi)始臨近，他需要去履行他的社會(huì)承諾甘晤，但是這并不能解決問(wèn)題含潘。

A:”Hey! We’regoing to a movie. Wanna come?”

B:”Would loveto, but I’ll skip it because I have to work.”

(RationalDecision: “With only two days until this paper is due, that was a gooddecision.)

Monkey: “Adorable”

2.5hours later

A:”What agreat movie and life experience!”

C:”How’d the workgo?”

A:“嗨，我們要去看電影线婚，一起來(lái)嗎调鬓？”

B：“我很想去，但是我去不了酌伊，因?yàn)槲疫€要去工作腾窝。”

（合理決策者：僅需要兩天就可以交付這個(gè)作業(yè)居砖，真是一個(gè)正確的決策虹脯。）

猴子：“崇拜”

2.5小時(shí)后

A:“多棒的電影和人生體驗(yàn)呀！”

C：“工作進(jìn)行的怎么樣奏候？”

The RDM( rational decisionmaker) would slip further into despair, and only the times when things reachedtheir most dire would anything change.

合理決策制造者將會(huì)把未來(lái)走到絕望循集，只有這個(gè)時(shí)候，當(dāng)所有的事情都快形成悲劇的時(shí)候蔗草，事情才有所轉(zhuǎn)機(jī)咒彤。

This is due in5 hours and I haven’t started yet how did I let this happen again???

Panic Monster:”AAAAAAAAAAHHHHHHHHHHH”

……

交付時(shí)間只有五個(gè)小時(shí)了，我還沒(méi)有開(kāi)始咒精，我怎么會(huì)再次讓這種事發(fā)生镶柱？？

恐慌怪物：“啊……”

It didn’t matter how obvious adecision seemed to the RDM, it was becoming clear that he was totally unable tocontrol the monkey without the Panic Monster’s help.

這和一個(gè)合理決策創(chuàng)造者做了一個(gè)多么正確的決定沒(méi)有關(guān)系模叙，事情很容易發(fā)展成他完全無(wú)法在離開(kāi)恐慌怪物的情況下控制這只猴子歇拆。

Wait…wait…there’sbeen an extension.

RationalDecision:”There’s been an extension praise every fuck shit……This is too good tobe true. Just minutes age I was swearing at myself for letting things get tosuch a dire situation, filled with regret. And now, as if from God himself. I’mgiven a new lease on life. I can now have all the extra time I was fantasizingabout. I can relax, really dig into this paper, and crush it. This is just thebest--”

Monkey:”Playtime up the dick!”

等一等……可以延期了。

合理決策者：“這個(gè)延期真他么的值得稱贊……真的實(shí)現(xiàn)了實(shí)在太棒了范咨。幾分鐘前我還在詛咒我自己講事情拖到這么一個(gè)悲慘的情況故觅，感到非常后悔。現(xiàn)在渠啊，就好像來(lái)自于上帝的恩賜输吏，我的生命中上了一課。我現(xiàn)在擁有了我幻想的所有額外的時(shí)間了替蛉。我可以放心了贯溅，真正鉆研作業(yè)拄氯，碾壓這些課題。真的是太棒了—”

猴子：“學(xué)雞毛盗迟，嗨起來(lái)”

Last year, I came across alittle diagram that I think holds the key to these questions. It’s called theEisenhower Matrix:

去年坤邪，我無(wú)意中發(fā)現(xiàn)一些表格，我想這個(gè)表格可能是解決這些問(wèn)題的關(guān)鍵罚缕。這個(gè)表格稱之為艾森豪威爾矩陣艇纺。

The EisenhowerMatrix:

URGENT ? ? ?NOT URGENT

IMPORTANT ? QUADRANT 1 ? QUADRANT 2

IMPORTANT AND URGENT ? IMPORTANT AND NOT URGENT

NOT ? ?QUADRANT3 ? ? ?QUADRANT4

IMPORTANT ?URGENT AND ?NOT ?URGENT AND

NOT IMPORTANT ?NOT ?IMPORTANT

艾森豪威爾矩陣:

緊急的不緊急的

重要的第一象限第二象限

重要而緊急的重要而不緊急的

不重要的第三象限第四象限

緊急而不重要的不重要也不緊急的

The Eisenhower Matrix places anything you could spend your time doing on two spectrums: one going from the most urgent possible task to the least urgent, the other going from critically important to totally inconsequential—and using these as axes, divides your world into four quadrants.

艾森豪威爾舉證將你所需要消耗時(shí)間做的事情放置到了兩個(gè)范圍：一個(gè)是從最緊急的可能的任務(wù)到最不緊急，另一個(gè)是判斷出重要的任務(wù)到完全不重要的任務(wù)—并且使用這個(gè)表格進(jìn)行削減邮弹，將你的世界劃分成四個(gè)象限黔衡。

The matrix was popularized in Stephen Covey’s famous book, The Seven Habits of Highly Effective People and is named after President Dwight Eisenhower. Eisenhower was well-known for being tremendously productive, which Covey credits to his “first thing first”attitude on how to spend your time. And to Eisenhower, the “first things” were always the important ones. He believed you should spend nearly all of your time in Quadrants 1 and 2, and he accomplished this with a simple D-word for each quadrant:

這個(gè)矩陣在史蒂芬.科維的著名暢銷書中被普及，《高效人士的七個(gè)習(xí)慣》這也是在德懷特.艾森豪威爾總統(tǒng)之后命名的腌乡。艾森豪威爾由于其可怕的高效執(zhí)行力而被大家認(rèn)知盟劫，科維將其歸功于他用“要事第一”的態(tài)度去支配時(shí)間。對(duì)艾森豪威爾來(lái)說(shuō)“要事第一”經(jīng)常是其重要的一些事与纽。他相信你可以花費(fèi)將近你所有的時(shí)間在第一象限和第二象限侣签，并且他使用簡(jiǎn)單的D單詞完成每個(gè)象限的內(nèi)容。

The EisenhowerMatrix:

URGENTNOT URGENT

IMPORTANTQ1Q2

DO NOWDECIDE WHEN TO DO IT

NOTQ3Q4

IMPORTANTDELEGATE IT AWAYDELETEIT

艾森豪威爾矩陣:

緊急的不緊急的

重要的第一象限第二象限

立即去做決定什么時(shí)候去做

不重要的第三象限第四象限

委派他人去做清除不做

And that’s fantastic for Dwight fucking Eisenhower. But you know what Dwight clearly didn’t have in his bald head? An all-powerful Instant Gratification Monkey. If he had, he’d know that a procrastinator’s matrix looks like this:

這個(gè)不切實(shí)際的東西出自于德懷特意淫艾森豪威爾急迂。但是你們知道德懷特清楚他那個(gè)禿頭中沒(méi)有的東西影所？一直全能的瞬間滿足猴子。只要他愿意僚碎，他可以讓拖延者的矩陣變成這樣：

The EisenhowerMatrix:

URGENTNOT URGENT

IMPORTANTQ1Q2

DO WHENDELEGATE TO

IT GOESFROMFUTURE YOU

URGENT TO

APPALLINGLYDIRE

NOTQ3Q4

IMPORTANTDO WHEN Q1DO NOW

IS URGENT(and maybe also just do forever)

艾森豪威爾矩陣:

緊急的不緊急的

重要的第一象限第二象限

當(dāng)事情發(fā)展到委派給將來(lái)的你去做

駭人聽(tīng)聞的

悲慘境地時(shí)再做

不重要的第三象限第四象限

當(dāng)?shù)谝幌笙拮兙o急時(shí)再去做立刻去做

（甚至也許是一直做下去）

One way to look at this is that

each human life has a certain number of “time points,” and it’s up to you how

you “spend” them. Consider the difference between someone who spends 30 hours a

week in Q2 and someone else who only manages two hours of Q2 time a week. Since

Q2 is, for many, where real advancement happens, over the course of their

lives, the 30 hour person will accomplish 15 times as much in her life as the

two hour person. And in reality, the multiplier is probably even larger than

15, since progress builds upon progress and the rate can accelerate.The distinction between an ordinary person and an extraordinary person might simply come down to the differences in how they allot their time points.

看待這個(gè)問(wèn)題的其中一個(gè)方法就是每一個(gè)人的一生都有確定的“時(shí)間點(diǎn)”的數(shù)量猴娩，這就取決于你怎樣使用他們。一些人每周會(huì)花費(fèi)30個(gè)小時(shí)在第二象限而兩一些人僅僅會(huì)在第二象限每周投入2小時(shí)勺阐，我們可以思考一下兩者的不同卷中。就第二象限而言，對(duì)于大多數(shù)人來(lái)說(shuō)渊抽，真正進(jìn)步的出現(xiàn)蟆豫，是在他們生活中的鍛煉中出現(xiàn)，完成30小時(shí)的人比完成2小時(shí)的人在生活中實(shí)現(xiàn)15倍的超越腰吟。在現(xiàn)實(shí)中无埃，這個(gè)倍數(shù)可能要遠(yuǎn)大于15倍，進(jìn)步的疊加使得成長(zhǎng)率可能成指數(shù)級(jí)增長(zhǎng)毛雇。歸根結(jié)底，普通人和非凡的人之間的區(qū)別也許就在于他們是如何分配自己的時(shí)間點(diǎn)的侦镇。

Clearing away delusion

消除迷惑

If we want to improve our time point spending, the first step is learning to see the world through a crystal clear Eisenhower Matrix—which means shaking off all delusion.

如果我們想要改善自己的對(duì)時(shí)間點(diǎn)的使用灵疮，首先就是要學(xué)習(xí)使用完全清楚的艾森豪威爾矩陣對(duì)世界進(jìn)行認(rèn)知—也就是說(shuō)要擺脫所有的迷惑。

We need to develop well-thought-out definitions of urgent and important, which will be different for everyone and requires a deep dig into the highly personal question,” What matters most to me?”

我們需要深思熟慮后發(fā)展出自己的緊急而重要的概念壳繁，這些概念對(duì)每個(gè)人來(lái)說(shuō)都是不同的并且需要深入的向自己的內(nèi)心提問(wèn)震捣，“那些事對(duì)我來(lái)說(shuō)是值得稱最的荔棉？“

Brett Mckay defines” important tasks” as things that contribute to our long-term mission, values, and goals. This is broad and straightforward and a good core sentence to come back to when assessing importance down the road.

布雷特.麥凱將“重要的任務(wù)”定義為需要為長(zhǎng)期的使命，價(jià)值和目標(biāo)做出貢獻(xiàn)的事情蒿赢。這就需要廣闊又直率润樱，還有一個(gè)好的核心判斷，當(dāng)將來(lái)的某個(gè)時(shí)刻到來(lái)時(shí)做出評(píng)估羡棵。

You may also want to gather some hard data on how you’re currently spending your time points, by logging your hours for the next week and seeing just how many of them fall into each of the four quadrants (you’ll probably be unpleasantly surprised by the results).

你也許也愿意收集一些詳細(xì)的數(shù)據(jù)看你是怎么消耗你當(dāng)前的時(shí)間點(diǎn)的壹若，這個(gè)可以通過(guò)記錄你未來(lái)一周的時(shí)間并且看看他們中有多少分布在四個(gè)象限之中（你有可能會(huì)對(duì)結(jié)果表示驚奇和不爽。）

Becoming the boss of your brain

成為你大腦的主宰

Once you feel clear on your Eisenhower Matrix and where its various boundaries lie, you’ll need to do the hard part and gain control over how you spend your time points within it. Which for a procrastinator, is life’s greatest challenge.

一旦你在你自己的艾森豪威爾矩陣中感覺(jué)清晰并且探索到矩陣邊界的位置皂冰，你就需要去做困難的部分并且在其之中對(duì)你如何使用你的時(shí)間點(diǎn)增加控制店展。這對(duì)于一個(gè)拖延者來(lái)說(shuō)，是生命中最大的挑戰(zhàn)秃流。

The rewards of gaining control are obvious. It’s incredible how much a person can get done—while also maintaining a balanced lifestyle—if they’re in control of their time points pending. And those not in control will lose most of their time points to Q3 and Q4 and feel like they don’t have time for either their work or their lifestyle, all while accomplishing very little. Time point allotment is everything.

增加時(shí)間控制的好處是顯而易見(jiàn)的赂蕴。如果一個(gè)人能夠控制他們對(duì)時(shí)間點(diǎn)的使用。他們能夠完成的事情是難以置信的—與此同時(shí)也能夠維持一種生活方式上的平衡舶胀。同時(shí)那些無(wú)法控制的人們將會(huì)在第三象限和第四象限上消耗他們的大部分時(shí)間點(diǎn)并且會(huì)感覺(jué)他們沒(méi)有足夠的時(shí)間用在他們的工作和生活方式上概说，這兩者他們都只能實(shí)現(xiàn)一點(diǎn)點(diǎn)。時(shí)間點(diǎn)的分配就是一切嚣伐。

A procrastinator’s reality is that his inner self—his Rational Decision-Maker—is the grand master of his life in theory, but in practice, only a spectator. The procrastinator’s RDM goes,helplessly, where the waves take him, shuffled from activity to activity by the primal forces of the monkey and the Panic Monster. Until a procrastinator’s RDM can walk, on his own, from Q4 to Q2, whenever he wants to, he’s not fixed.

一個(gè)拖延者的現(xiàn)實(shí)是在他自己的內(nèi)心深處—他的合理決策制造者—是他生命方向的導(dǎo)師糖赔，但是在實(shí)踐中，只是一個(gè)旁觀者纤控。拖延者的合理決策制造者是無(wú)助的挂捻，他的方向隨著一個(gè)又一個(gè)的事件被猴子和恐慌怪物最原始的力量所左右。直到拖延者的合理決策制造者能夠以自己的方式從第四象限走到第二象限船万，無(wú)論何時(shí)他想要出發(fā)刻撒，他都不會(huì)再困惑。

At its deepest level, it comes down to a battle of confidence. The RDM and monkey each have their own idea of how to spend your time points, and whichever of them is more confident—whoever has a stronger belief that they’re the alpha dog in the relationship—ends up prevailing. The difference between a procrastinator and a non-procrastinator is simply that the procrastinator’s monkey and RDM both believe that the monkey is the alpha dog, and the non-procrastinator’s pair both believe that the RDM is the boss.

在最深得層級(jí)上耿导，實(shí)質(zhì)上是一場(chǎng)關(guān)于自信心的戰(zhàn)斗声怔。合理決策制造者和猴子都有各自關(guān)于使用時(shí)間點(diǎn)的主意，無(wú)論他們誰(shuí)更有信心—無(wú)論誰(shuí)更強(qiáng)大舱呻，都相信在兩者關(guān)系中有一個(gè)是絕對(duì)的跟班—最終成占到上峰醋火。拖延者和非拖延者的區(qū)別簡(jiǎn)單來(lái)說(shuō)就在于拖延者的猴子和合理決策制造者都認(rèn)為猴子是那個(gè)跟班，而非拖延者的兩者認(rèn)為合理決策制造者是老板箱吕。

But as firmly entrenched as these confidence levels may feel, the monkey and the RDM share a single pool of confidence with a fixed sum—when one’s confidence goes up, the other’s goes down—and the balance can begin to be tipped by the smallest changes, taking your storyline with it.

但是也許能夠感覺(jué)到信心的程度已經(jīng)足夠的牢固堅(jiān)定芥驳，猴子和合理決策制造者還是處于一個(gè)單一的信心撞球混合的環(huán)境中—當(dāng)其中一方信心增加，另一方就減少—這個(gè)平衡將會(huì)隨著微小的變化而傾斜茬高，就看你使用哪種故事情節(jié)去推動(dòng)兆旬。

Figuring out the starting point of this chicken and egg paradox is each procrastinator’s personal quest. But auniversal starting point is to try to remain aware as much as possible. Aware of what’s important, aware of what’s urgent, and most importantly—aware of the monkey. The monkey is not your friend, and he never will be. But he’s also part of your head and impossible to get rid of, so get in the habit of noticing him.

計(jì)算出先有雞還是先有蛋這個(gè)悖論就是每一位拖延者個(gè)人需要探索的。但是一個(gè)普通的起點(diǎn)就是盡可能的保持意識(shí)怎栽。意識(shí)到什么是重要的丽猬，意識(shí)到什么是緊急的宿饱，以及最重要的—意識(shí)到猴子。猴子不是你的朋友脚祟，而且永遠(yuǎn)也不會(huì)是你的朋友谬以。但是他卻是你頭腦中的一部分，并且不可能擺脫他由桌，因此你需要有警惕他的習(xí)慣为黎。

But he thrives off of unconsciousness. Simply by noticing him and saying to yourself, “Yup, there’s the monkey, right on cue,” you can start to tip the balance out of its default state. Then maybe one day, you’ll find yourself nonchalantly shoving the monkey off of the wheel with the simplest.” No monkey, not now.” And your life will be forever change.

但是他會(huì)在無(wú)意識(shí)中發(fā)展。簡(jiǎn)單的注意他并對(duì)自己說(shuō)沥寥，“是的碍舍，這有一只猴子，果然不出所料邑雅，”你可以不再處于默認(rèn)狀態(tài)而去開(kāi)始傾斜你的天平片橡。也許有一天，你會(huì)發(fā)現(xiàn)你可以使用最簡(jiǎn)單的方法輕易的讓這只猴子原理控制源“沒(méi)有猴子淮野，也沒(méi)有當(dāng)下捧书。”那么你的生命將會(huì)永遠(yuǎn)改變骤星。