Multitasking is probably the single most overrated skill in modern life. Only 3% of the population are “supertaskers,” according to a study from Ohio University. The rest of us just pretend to be.

多任務(wù)處理能力也許是現(xiàn)代生活中被過高評(píng)估的一項(xiàng)能力。俄亥俄州立大學(xué)的一項(xiàng)研究顯示，只有3%的人是“超級(jí)工作者”，而其他人只是自稱有多任務(wù)處理能力罷了。

A number of systems have been developed to save us from our endless to-do lists. One such system is “Personal Kanban,” a just-in-time manufacturing process developed at Toyota in the late 1940s.

為了使我們免于無止境的代辦事項(xiàng)，人們發(fā)展了許多方法體系。其中一種體系就是“個(gè)人看板”，這是20世紀(jì)40年代晚期日本豐田汽車公司推出的一種準(zhǔn)時(shí)化生產(chǎn)工序（又稱無庫(kù)存生產(chǎn)方式）。

James Benson, a former urban planner based in Seattle who authored Personal Kanban: Mapping Work?—?Navigating Life, says that industrial Kanban was a way for Toyota to avoid overproducing. He has adapted the system to help us reduce the “too many tasks on my mind” feeling.

西雅圖前城市規(guī)劃師詹姆斯·本森撰寫了《個(gè)人看板：制定工作計(jì)劃——為人生導(dǎo)航》這本書，他表示工業(yè)看板是豐田避免過度生產(chǎn)的一種方法。他改寫了這一體系，來幫助我們減輕“腦海中有太多任務(wù)”的感覺。

Personal Kanban works on two principles: Visualize your work, and limit your total number of “works in progress.” Setting up a system is simple:

個(gè)人看板致力于兩項(xiàng)原則：使你的工作形象化，限定“進(jìn)行中的工作”總數(shù)。創(chuàng)建一個(gè)體系很簡(jiǎn)單：

? Find a board with which you can use post-it notes or thumbtacks. On it, create three columns: Options, Doing, and Done.

找一塊可以使用便利貼或圖釘?shù)陌装澹⒃诎遄由蟿?chuàng)建“事項(xiàng)、進(jìn)行中、完成”這三個(gè)縱列。

? Write your individual tasks down on separate cards. You might customize these tickets by urgency or type (perhaps personal or business) with colors or symbols. Post all of these cards in the “Options” column.

把你的個(gè)人任務(wù)分別寫在不同的卡片上。你可以用顏色或符號(hào)來標(biāo)明緊急或類型（也許是個(gè)人或商務(wù)）來定制這些標(biāo)簽。然后把所有的卡片貼到“事項(xiàng)”一欄中。

? From that column, choose no more than three to move into the middle “Doing” column. These are the works in progress you’re focused on in a timeframe of your choosing.

從“事項(xiàng)”一欄中，選擇不超過三張卡片移到中間“進(jìn)行中”這一欄里。這些是你在選定的時(shí)間段里要集中處理的工作。

? When a task is complete, move it into the “Done” column, and choose a new option to pull into “Doing.”

一項(xiàng)任務(wù)完成時(shí)，就把那張卡片移到“完成”一欄中，然后選擇一項(xiàng)新的任務(wù)并把它拉入“進(jìn)行中”一欄里。

Gaining some self-awareness is the promise of sticking to this plan.

有點(diǎn)自覺性是堅(jiān)持這一計(jì)劃的保證。

In theory or practice, the best time-management systems aren’t about increasing churn; they’re about making room to be human.

不論是理論上還是實(shí)踐中，最佳時(shí)間管理方法都不是使人更加不安，而是為人們留出空間。

Multitasking is probably the single most overrated skill in modern life. Only 3% of the population are “supertaskers,” according to a study from Ohio University. The rest of us just pretend to be.

多任務(wù)處理能力也許是現(xiàn)代生活中被過高評(píng)估的一項(xiàng)能力。俄亥俄州立大學(xué)的一項(xiàng)研究顯示，只有3%的人是“超級(jí)工作者”，而其他人只是自稱有多任務(wù)處理能力罷了。

A number of systems have been developed to save us from our endless to-do lists. One such system is “Personal Kanban,” a just-in-time manufacturing process developed at Toyota in the late 1940s.

為了使我們免于無止境的代辦事項(xiàng)，人們發(fā)展了許多方法體系。其中一種體系就是“個(gè)人看板”，這是20世紀(jì)40年代晚期日本豐田汽車公司推出的一種準(zhǔn)時(shí)化生產(chǎn)工序（又稱無庫(kù)存生產(chǎn)方式）。

James Benson, a former urban planner based in Seattle who authored Personal Kanban: Mapping Work?—?Navigating Life, says that industrial Kanban was a way for Toyota to avoid overproducing. He has adapted the system to help us reduce the “too many tasks on my mind” feeling.

西雅圖前城市規(guī)劃師詹姆斯·本森撰寫了《個(gè)人看板：制定工作計(jì)劃——為人生導(dǎo)航》這本書，他表示工業(yè)看板是豐田避免過度生產(chǎn)的一種方法。他改寫了這一體系，來幫助我們減輕“腦海中有太多任務(wù)”的感覺。

Personal Kanban works on two principles: Visualize your work, and limit your total number of “works in progress.” Setting up a system is simple:

個(gè)人看板致力于兩項(xiàng)原則：使你的工作形象化，限定“進(jìn)行中的工作”總數(shù)。創(chuàng)建一個(gè)體系很簡(jiǎn)單：

? Find a board with which you can use post-it notes or thumbtacks. On it, create three columns: Options, Doing, and Done.

找一塊可以使用便利貼或圖釘?shù)陌装澹⒃诎遄由蟿?chuàng)建“事項(xiàng)、進(jìn)行中、完成”這三個(gè)縱列。

? Write your individual tasks down on separate cards. You might customize these tickets by urgency or type (perhaps personal or business) with colors or symbols. Post all of these cards in the “Options” column.

把你的個(gè)人任務(wù)分別寫在不同的卡片上。你可以用顏色或符號(hào)來標(biāo)明緊急或類型（也許是個(gè)人或商務(wù)）來定制這些標(biāo)簽。然后把所有的卡片貼到“事項(xiàng)”一欄中。

? From that column, choose no more than three to move into the middle “Doing” column. These are the works in progress you’re focused on in a timeframe of your choosing.

從“事項(xiàng)”一欄中，選擇不超過三張卡片移到中間“進(jìn)行中”這一欄里。這些是你在選定的時(shí)間段里要集中處理的工作。

? When a task is complete, move it into the “Done” column, and choose a new option to pull into “Doing.”

一項(xiàng)任務(wù)完成時(shí)，就把那張卡片移到“完成”一欄中，然后選擇一項(xiàng)新的任務(wù)并把它拉入“進(jìn)行中”一欄里。

Gaining some self-awareness is the promise of sticking to this plan.

有點(diǎn)自覺性是堅(jiān)持這一計(jì)劃的保證。

In theory or practice, the best time-management systems aren’t about increasing churn; they’re about making room to be human.

不論是理論上還是實(shí)踐中，最佳時(shí)間管理方法都不是使人更加不安，而是為人們留出空間。