Accommodate Time

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Accommodate Time

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INFLUENCE TACTIC

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Accommodate Time

Adapt to people's perception of time.

What is it:

We often hear ourselves saying, "I don't have time" when really, it's about priorities. But time can be tricky; our view of it is shaped by what we’re doing, what we plan to do, and what we’ve done before. People tend to think tasks will take less time than they do and feel like they can put off decisions because the future seems far away. Understanding how people perceive time helps us make choices that encourage action.

When to use it best:

How to do it:

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1. Ease Time Pressures

   Look at whether deadlines can be more flexible or if time limits can be relaxed to fit better with people’s schedules.

   Can any deadlines be extended without compromising project outcomes?

   What time constraints are currently in place, and are they absolutely necessary?

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2. Streamline and Automate

   Cut down the steps to finish tasks and automate where possible to save time. Be careful not to oversimplify, which might confuse or frustrate. Keep people in the loop to maintain their sense of control.

   What tasks do people repeat often that can be automated?

   How can the process be simplified without losing important details?

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3. Reduce Interruptions

   Limit disruptions when people need to concentrate. Aim for a smooth experience that lets them keep their flow and respects their time.

   What are the common interruptions that can be minimized or eliminated?

   How can we restructure the environment or schedule to protect focused work times?

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4. Communicate About Time Smartly

   Be mindful of how you talk about time to avoid triggering biases that warp perception. Here are some strategies to manage common time-related biases:

   
   

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   1. Present bias: Highlight long-term benefits to help people see beyond immediate rewards.

      How can we make the long-term benefits more visible and appealing?

      What immediate steps can we take to encourage focus on future gains?

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   2. Planning fallacy: Encourage realistic time planning by suggesting people add a buffer to their estimates.

      What historical data can we provide to help set more accurate time estimates?

      How can we encourage team members to review and adjust their time predictions?

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   3. Temporal discounting: Show the increased value of rewards that come from waiting, promoting patience.

      How can we demonstrate the value of delayed gratification in our project or product?

      What examples of successful long-term outcomes can we share to inspire patience?

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   4. Time pressure bias: Provide tools for effective time management and create a calm environment that supports thoughtful decision-making.

      What tools or techniques can we introduce to better manage time pressures?

      How can we redesign workspaces or schedules to reduce feelings of rush and urgency?

What’s the science
behind it?

• Hyperbolic Discounting

  A theory from Behavioural Economics that explains how people value rewards at different times in the future. Essentially, it suggests that individuals tend to prefer smaller, immediate rewards over larger, delayed rewards, and this preference becomes stronger the closer the reward is in time. The discounting part of the theory refers to how the perceived value of a future reward diminishes as the delay to its reception increases. This is called 'discounting' because the future rewards are viewed as less valuable than immediate ones, much like how money depreciates over time due to inflation.
  The Accommodate Time tactic capitalises on this by reshaping perceptions of time to highlight the immediate benefits of new tasks, thus making them appear more urgent and attractive. By adjusting how tasks are framed in terms of timing, it effectively shifts the focus from distant to near-term rewards, encouraging quicker engagement and prioritisation of these activities. This tactic not only makes tasks seem more feasible within busy schedules but also aligns with the natural human tendency to favour actions with prompt payoffs.

• Construal Level Theory

  According this theory, people process information differently depending on the psychological distance of an event, which includes temporal distance. When events are temporally far away, people process them in a more abstract and detached manner, while events that are closer in time are processed in a more concrete and contextualised way. This difference in processing can influence behaviour, such as decision-making, motivation, and expectations. For example, people may be more likely to engage in behaviours that have delayed rewards if those rewards are perceived as psychologically near. On the other hand, they may be less likely to engage in behaviours that have future rewards if those rewards are seen as psychologically distant.

• Time Perception Biases

  The below cognitive biases influence how individuals perceive and experience time, which in turn affects their decision-making and behaviour.
  - Present bias: People tend to give greater importance to immediate consequences over future outcomes, leading to short-term decision-making that may not align with long-term goals. This can result in procrastination or impulsive actions.
  - Planning fallacy: Individuals often underestimate the time required to complete tasks, causing them to overcommit and struggle to meet deadlines, which may lead to stress and suboptimal performance.
  - Temporal discounting: People generally prefer smaller, immediate rewards to larger, delayed ones, even if the future rewards hold greater value. This bias can encourage behaviours that prioritise instant gratification over long-term benefits.
  - Time pressure bias: People make decisions hastily when under time pressure. It can lead to impulsive decisions that aren't aligned with individual’s long-term goals.

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