Category: Theory

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2Time – a System versus a Framework

tinkertoy.jpgFrom the very beginning of writing about time management, I have struggled with how to describe something new using language that is not quite up to the task.

For example, while I know that there is no such thing as “time management,” I find myself forced to use the phrase because it’s the best one that exists.  All the substitutes sound quite strange, in comparison.

The same applies to the description of 2Time as a “system.”   While my intention in this blog has not been to create another system, I have found that there are not too many words that I can use instead of the word “system.”

When I pulled 2Time together I thought of it as a set of insights that could be useful to all professionals.  It would assist them in growing their time management system from what they currently have, to what they want it to be. The starting and ending points would be up to them, defined and created for their own use.

The worse thing that would happen would be for someone to say that they went from using Covey, to GTD® to 2Time.

I don’t want to present another system for people to follow, as if they were following the recipe in a book.  Instead, I am more interested in inspiring professionals to design for themselves, with any assistance that I can provide with the 2Time  framework.

But first, they must become committed to taking charge of their time management systems, and be willing to spend time to understand why it works and doesn’t work.  (I am simply not qualified to tell them that any system is better than the one they are using!)

In that sense, I prefer to think of 2Time (and the NewHabits-NewGoals and MyTimeDesign by-products) as a framework that can include all time management systems, whether they are developed by the user or not, or sold commercially or not.  This framework is really comprised of a set of design rules that can be used in a variety of ways:

– Diagnosis:  2Time can be used to understand where a time management system is  lacking in some way

– Design:  2Time can be used to  put together a new system

– Planning: 2Time can be used to create a plan for changing one’s approach to time management over a period of years

In this sense, it brings some structure to an activity that most professionals have already been doing, contrary to the conventional wisdom of how people use time management systems.

Conventional  wisdom: a professional takes a time management class, learns a system of practices to start doing and then tries to start following them each day… against the odds

 New wisdom:  a professional takes ownership of their time management system, and is always on the lookout for ways to enhance it by borrowing ideas, practices  and techniques from whatever source might offer them.  They monitor its effectiveness and make changes as needed.

As I have said in prior posts, the “new wisdom” is simply a truer description of what MOST people have already been doing, without saying so explicitly.  It’s just too hard to follow a time management system designed for someone else, no matter how smart or productive they are.  Our habits and idiosyncrasies won’t allow it.

My goal for 2Time is that it helps professionals see this fact, and make the shift from “following a system” to “owning a system.”  This would be putting it to its proper use.

The trick is that that’s more than a mere “framework” is supposed to do, and sounds more like something that a “system” accomplishes.  Hence the dilemma — should I call 2Time a framework, a system, or something else entirely?

I welcome your comments!

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Hurricanes and Time Management in Jamaica

gustav.jpgI am sitting here in Kingston where Tropical Storm Gustav has wreaked havoc on our island, disrupting life as we know it with a day and a half of torrential rainfall.

What’s remarkable is that  when we went to bed on Wednesday night, the storm seemed to be heading away from the island, crossing the eastern section of Haiti on its way to Cuba.  The projections had it merely brushing the north coast of Jamaica with its outer bands giving us some rainfall, but not much… so they said.

When we woke up on Thursday morning the map showed that Gustav had made a U-turn, and come back South, before heading WestNorthWest once again, putting Jamaica squarely in its tracks.  Overnight, the prediction had changed from 4 inches of rain to 30 inches.

Thursday morning was a bright and sunny day,  and we experienced the proverbial calm before the storm.  Now it’s Friday night, and Gustav has left the island, but not before killing, harming, robbing, scaring, wetting, destroying and flooding.

It’s not how I thought  the last two days would go.  It’s not what I had planned in my calendar.  During the storm, lights came and went, as did television service and internet access.  Businesses closed early, and the island came to a halt.

I have remarked in this blog that my return to live in Jamaica led me to decide that the time management methods I had learned from living for 20 years in New York, New Jersey and Florida simply didn’t work when I came back.  The hectic nature of life here, and the exposure to powerful elements — sun, wind and rain –introduce a kind of chaos and unpredictability that  my system (and my head) could not handle.

I remember  leading a time management course many years ago in which it was important to have the discipline to follow one’s schedule for the day, regardless of the circumstances. Now, I laugh, epecially at times like this.  Life here in the Caribbean just doesn’t work like that.

Instead, I have learned to make schedules that are more a matter of an intention, and an indication of what I would like to get done each day.   It’s a way to give myself peace of mind, knowing that I have put down on paper a working model of the day that may or may not be executed according to plan.

Obviously, the schedules I had set for Thursday and Friday became moot… a bit of a joke really, as the 85 mph winds brought water leaking from the roof the windows and the sliding doors into the hallway and bathrooms.

The gift in all this chaos is this blog, and the 2Time Mgt system.   Twop years ago when I realized that the methods I was using were simply too rigid, I went looking for new ones, but quickly noticed that there was almost no assistance I could find in building “a time management system for the tropics.”

Instead, all I found were books and seminars with the same message:  “Here is what I do… follow me!”  I noticed that none of the creators came from these parts… and wrote their systems with an implict assumption that their readers led lives that were much like theirs.

But the more I looked, the more I realized that there was no help for anyone who wanted to create a customtime management system that would fit the unique circumstances at home or on the job that we all face.  It was time consuming and risky to do what we were all doing — cherry-picking from different approaches to create something that would work better than the “follow me” systems.  What we ALL need is a way to guide us in creating and managing the systems that we end up creating.  Something like a “How to Manual” for designing time management systems.

After all, I reasoned, the guys who put together hot rods have manuals to make sure that their creations don’t fall apart at 60mph… working professionals need the very same kind of assistance.

I stumbled around and re-discovered some old engineering techniques I had  learned in college and “discovered” 2Time — a way for me to create a time management system for myself here in Jamaica that covered all the basic components — the fundamentals.

I reasoned that a good all-around gymnast must be good at the fundamentals on each apparatus in order to win a medal.  Those professionals who are better at time management might also be more skilled at the fundamentals than those who aren’t.  It isn’t that they are using the right “follow me” system, although that might help.  Instead, by luck, or by hook or by crook, they end up practicing the fundamentals until they became habits.

Good habits yield skillful time management, whether the user is in Ithaca or Kingston, and whether or not there are snow-storms or tropical storms that are disrupting the day’s best laid plans.

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Article: Are You a Multitasking Guru?

Michael, the author of Black Belt Productivity, make a compelling case to read the new book by Dave Crenshaw entitled “The Myth of Multi-Tasking.”

He interviews the author, who shares the gist of the ideas contained in the book.  Essentially, he argues that multi-tasking is something that humans are incapable of doing well, and in our age of cell-phones and Blackberry’s, it’s something we should strive not to do.  Instead, we should create environments that help us to focus as much of our attention on what we are doing in the moment.

At first blush, it appears to confirm my own observations in this area, so I am open to reading the book, but I’ll look at some more of the reviews before deciding to invest the time.  2Time is built on this very same notion of creating an uninterrupted flow of activity.

 Here is the  link to the article.

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More on Scheduling

shed.jpgAndre over at The Tools for Thought blog has made some fine points about moving from using a calendar to do more than schedule “hard-edged appointments.”  These are called “hard-edged” because they simply must be conducted at the prescribed time — such as a dental appointment.  (Here is the link to Andre’s article entitled Reclaim Time by Unscheduling Arbitrary Tasks.)

Reading over the post led me to do some deeper thinking about exactly what happens in the 2Time system when users develop new habits and practices in the area of scheduling.

In the 2TimeManagement system, one of the basic ideas is that there is not a single time management system that works for all users.  This applies in the area of Scheduling, as it does in all of the other 11 fundamentals.  Click here to be taken to the original set of ideas on the topic of “Scheduling.”

(In this context, a “time management system” comprises the total of habits and practices  that impact a user’s productivity.   In the 2Time system, the belt system is used to show that progression from one skill level to the next.)

Perhaps the most difficult change to make is the one that Tools for Thought outlines — from being a Yellow Belt to becoming an Orange Belt in the fundamental: Scheduling.  Essentially, a Yellow Belt uses a schedule to manage only hard-edged items, while an Orange Belt uses their calendar to manage many more time demands that require calendar time.

Important to remember:  there is no requirement for anyone to be at one belt level or another. The only question for a user is…. “What system of scheduling will provide me with the greatest peace of mind?”

Users that intend to move from the Yellow to Orange Belt levels face a variety of challenges, many of which Andre outlines.  They all involve unlearning old habits, and learning new habits, which of course is not an easy task for practices that have become ingrained over time.

1.  Trying to Schedule Too Much

Each user must make a choice about the quantity and quality of activities to schedule.  For example, take the complex task of doing one’s taxes.  At the very end, let’s say, there is the task of mailing the return.  I may decide to do so between 4-5pm on April 15th.  (I am expecting long lines at the post office!)

A White Belt would simply commit the task to memory.

A Yellow Belt would schedule the following appointment:  “Taxes — 4-5pm — April 15”

However, regardless of the belt level I am at, I do know that in addition to the time I spend at the post office, I will also consume time driving to the post office and back.  Let’s say that includes time on the road driving 30 minutes each way.

If I were an Orange Belt, I’d go the next step, and use the schedule to account for the following items that are needed to make that April 15th date at the post office.

Before mailing it, I know I need to schedule a few items combined into one:  reviewing it, printing it and signing it, and packaging it along with the required back up documents.  That might take 2 hours on April 14th from 3-5 pm

A 1 hour conversation with my accountant on April 10th from 9-10 am would help me to understand how he arrived at the end-results he calculated.

Back on February 15th and 20th I also would schedule 2 – 4 hour slots to gather the information that I needed to send him, after scheduling multiple time slots in January to close my books out for 2007, balancing all the accounts and updating all pertinent information through December 31, 2007.

The typical Orange Belt would not schedule all these time slots ahead of time — but a look back in the calendar would reveal that they were used in order to get the job done.

For some Orange Belts, the above set of scheduled items would be the right level of detail.  Others might need to schedule even further appointments, such as appointments to:

—  balance the books one account at a time, in separate steps, at separate times
e.g. “balance asset a/c #0001 from 3-4pm on January 9th” and “balance expense a/c #0002 from 5-6pm on January 9th”
— retrieve bank statements from their online sources, one at a time
—  schedule time to search for each and every document needed

Other Orange Belts would see this an burdensome, and would prefer to schedule a single time slot, for example, to “balance the books on January 9th,” and use a list in conjunction with thattime slot that might look like this:

  • balance asset a/c #0001
  • balance expense a/c #0002
  • find expense reports for expense a/c #434

The combination of a single time slot and a related list would be enough for some.

There is no right way — it all depends on the preferences of the user, and each user must develop habits that assure them the greatest dose
of peace of mind.

2.  Using Guilt in Conjunction with their Schedule

Many users find a great challenge in setting a schedule in the morning that they need to change within minutes when the first emergency
pops up.  They feel a sense of guilt that they are not accomplishing their schedule, and even a sense of failure.  This comes in part
from an onslaught of thoughts and feelings of obligation — “if I schedule it, then I MUST do it.”

The negative feelings that result are quite common, and a user that experiences them will only feel burdened by an activity that
is designed to bring peace of mind.

The truth is that any schedule is liable to be completely disrupted by life’s ups and downs, and users must prepare themselves for the times when that happens.  One of their greatest obstacles is the thoughts that pop into their heads, telling them that” I should be doing something else” or that “I am too lazy” or that “I need to stop this procrastinating.”

(I recommend the Work of Byron Katie — http://bryonkatie.com as an effective method for dealing with these thoughts.)

3. Trying to Maintain an Inflexible Schedule
The purpose of scheduling as an Orange Belt is not to maintain discipline, or to optimize how time is spent or to minimize
down-time.  Instead, the goal is to boost peace of mind.

How does having an Orange Belt-style schedule boost peace of mind?

First of all, it doesn’t — at least, not for everyone.  For some users, a White or Yellow Belt schedule is all that’s needed, and trying to implement Orange Belt skills when they are not needed can also ruin one’s peace of mind!

For those who decide to master the skills of a Orange Belt, the decision should be made after some consideration, as the habits
needed are quite different from those at lower levels.

Second, those who decide to upgrade from Yellow to Orange Belts are  are often users who must deal a high volume of time demands.

They follow the Yellow Belt system of scheduling only the hard-edged appointments.  In the typical 12 hour day, let’s imagine that
they schedule an hour or two per day of activity.

The remaining 10 hours in the day are also scheduled… but only in the mind of the user.

The key difference between the Yellow and Orange Belts is that the Orange Belt takes the extra step and translates their mental
schedule into one that is kept in writing, usually in Outlook or some other similar software.

In taking this extra step, they are able to do a variety of useful things, such as:
— ensure that it is indeed possible to accomplish their plans for the day
— plan in enough down time, and non-scheduled time to regroup and allow for interruptions
— pick up unfinished tasks that are left over from earlier days
— start activities that won’t be complete for months or years
— balance out the day’s activities to assure themselves that they can maximize their peace of mind

Yellow Belts who decide to move to Orange often do so when they have so many time demands that they find themselves unable to manage them all in their minds.  Their ability to plan their schedule mentally is simply unable to keep up, and their peace of mind suffers.

In particular, managers of other people who experience many interruptions each day often reach the end of the day wondering where the day went, and what happened to the plans they had made for themselves. Because their schedule is kept mentally, they are forced to make any necessary changes in their memory, and the result is that it’s often difficult to give 100% of their attention to whatever they
are doing, because they must be continually making adjustments to their plans.

As an Orange Belt however, once their schedule has been created, it becomes their single point of reference when everyday disruptions
occur.

For example, an Orange Belt has learned that they must change their schedule when it’s necessary.  They see it as completely flexible,
and will sit down at any point and simply move time slots around as needed, without any negative feelings.

Also, Orange Belts deal with interruptions very differently than Yellow.  Both might receive a call asking for an immediate meeting.
The White Belt would scan their memory before deciding to accept or reject the meeting.  The scan would probably be a partial one,
and given the pressure of the call, might make a poor decision.  A Yellow Belt would look to see what hard-edged appointments they have set before making the decision.

Orange Belts know to refer to their schedule before making changes whenever they can.  As one Orange Belt put it me — “when
my Vice President comes around as he often does with the emergency du jour, I simply show him my schedule of activities for the day
and what I planned to accomplish and ask him what he thinks I should reschedule in order to tackle the emergency.  It’s amazing how many emergencies turn out to be not as important as the items I already have planned, all of which involve projects that he cares deeply about…

The fact is, every user at every level must make quick decisions in the course of the day about what to do, and what not to do at any time.  Much of what comes up is unanticipated.  White Belts and Yellow Belts make decisions based on very limited information.  An Orange Belt can make a better decision simply because he/she has already planned how to use their time.

To use a simple analogy, while it’s possible to build a small shed using nothing but a decent memory, a more complex building that requires thousands of manhours, tonnes of material and millions of dollars of spending cannot be managed using the memory of a single individual.  Gantt charts, work breakdown structure (WBS) and other methods have been developed to handle more complex tasks.

While shed building might not require such sophisticated tools, the builder who attempts to use a mental schedule to build his new customer’s 5 story office complex would probably give himself more than a few sleepless nights.  It would be a better idea to upgrade his tools and skills to be able to handle the complex time demands that are part and parcel of complex projects.

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There is much more to becoming an Orange Belt than I have indicated here, and the habits that must be mastered simple, but the change in habits that must be made is not easy.  Stay tuned for the release of the MyTimeDesign program which will help users to make the transition I have described above in a systematic way.

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The Right Set of (11) Fundamentals

Are the 11 Fundamentals (or Components) in 2Time the right ones?

It’s hard to say, and the truth is that I am not sure.  After all, it’s quite likely that an astute reader will look at my list of 11 Fundamentals and suggest that I either add a new one in or remove one or two, and that they’ll make more sense than I have made up until now.

All I think I have to do is to make sure that I stick to the criteria I used to determine whether or not a particular practice should be thought of as a Fundamental or not.

The criteria I used is as follows:  must every professional include the fundamental in their daily time management, and is it unavoidable?

It seems to me that once a time demand is understood as an essential “atom” of productivity, then this “atom” that must be included in every time management system that exists, regardless of the knowledge and awareness of the user.

The underlying assumption behind this thinking is that all time management systems are designed to process “time demands.” One  sign of success of such a system is that time demands don’t fall through the cracks. In other words, the system does what it is intended to do.

Another assumption is that every user has a commitment to fulfill time demands, and another is that they try to do so in a world limited by distance, form and time.
If any readers of this blog can see other time demands, I am willing to consider them, given the definition I have created above.

This is not just some theoretical conversation.  Professionals all over the world are flying blind at the moment, unable to design time management system for themselves that work, simply because they have no grasp of these fundamentals. The cost in man-hours, peace of mind and dollars is no small matter.

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The non-Problem of Procrastination

I think that the problem of procrastination is overblown, or at least poorly defined which allows it to create a problem.

The Thinking Problem

For many, the problem is simply one that is no more than an issue of thinking. In other words, a stressful thought appears in the mind — “I am a procrastinator, and I shouldn’t be.”

The thought is believed to be true, and the feelings that result are stressful and upsetting.

Until that original thought is questioned, and investigated, it continues to be a burden.

If it IS questioned, however, very often the game is up as it’s found to be untrue. A procrastinator is someone who does not act immediately, but in the 2Time management approach, the tactic of trying to act on everything immediately is one that is characteristic of users at lower belts. In other words, the more skilled users know that it’s crazy to try to act on everything all at once, especially without proper planning.

The only difference might be that they don’t call themselves procrastinators. They might instead call themselves smart planners.

In many cases, there is no objective reality to point to that differentiates the “guilty” from the “innocent.”

(For more details on the method used here to separate thoughts from beliefs about thoughts, read any of the books by Byron Katie, or visit http://byronkatie.com)

The Behaviour Problem

What about people who intend to do a task at a scheduled time, but when the moment comes they are unable to execute it at the appointed time for some reason?

They feel a sense of fear that prevents them from executing the task in the moment. It might be related to a fear of failing, or to guilt, but the net effect is the same. Some believed threat is taken seriously. Pain becomes associated with the task, which is then pushed off into the future, until it becomes urgent or critical.

The behaviour is quite a human one, but the practice of calling oneself a procrastinator doesn’t help. Instead, it’s better to look for the offending thought that is causing the fear, and to question that instead. Some examples of the thoughts that might be causing the problem might be:

— this is going to be unpleasant

— I hate doing this stuff

— I don’t know where to start

— I can’t possibly succeed

These thoughts are the kind that create stress and tension once they are believed, but we always have a choice about believing them. We can exercise the choice by simply asking ourselves whether or not the thoughts are true, as a starting point.

The good news is that “solving” the problem of procrastination involves more than simple changing a few habits around – it starts with questioning the thoughts that pop into our heads, and acting acting on the answers. This makes the label of “procrastination” a non-problem, and can direct us towards the real source of difficulty — our thinking.

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Why MultiTasking Isn’t Working

This is a great article on Tim Ferriss’ blog written by Josh Waitzkin.

Ever since I read the book Flow by Mihály Csíkszentmihályi, I have been a believer in the power of focusing on a single task at a time.

At the same time,  the manufacturer’s are churning out more and more reasons to be distracted during every waking hour, and are busy adding on entertaining distractions to what used to be productivity devices.

The author describes  his visit to the classroom of a favorite professor, and what he found — students hardly paying attention but instead doing everything but listening to the lecture.

It’s a provocative read.

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“Yeah, But I Remember the Important Things”

This sentence is said perhaps thousands of times per day by someone who has just forgotten to take out the garbage, pay a bill, return a phone call or send an email with that phone number you wanted.

It’s the kind of phrase that a novice in time management (or White belt) often says in response to one of those daily situations in which yet another one of their time demands has fallen through the cracks.  In their minds, it’s not a problem, because they are better at remembering the more important things.

This is a myth, but why so?

In the first place, the speaker doesn’t realize that they are over-depending on their memory to get stuff done.  They think that their ability to execute depends on their ability to remember, rather than the quality of the practices in their time management system.  They don’t know that the very way in which they conceive the problem they are facing is fundamentally flawed.

Secondly, it’s true that they remember the important things, because those are the things that loom large in front of them, and therefore get the most attention.  It’s more accurate to say that they get the most urgent things done, because the items that are not urgent are gradually making their way to the cracks because they are not on their immediate horizon.

The inevitable result is that a person comes to feel haunted and overwhelmed, simply because the combination of their memory and their  attention does not provide enough capacity to get everything done.  The haunted feeling comes from knowing that while I am busy on this urgent item in front of me, somewhere else I am forgetting to do something of importance that  I will only find out about when I get into trouble.

This happens  to everyone in their career at some point. Some get to this point earlier than others, simply because they either can remember more items (some people are truly gifted,) or because the number of time demands remains at a low level for some time.

All this is not to point the finger at White Belts, because we have all wanted to feel as if we are not screwing things up that badly… because “at least we get the important things done.”

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Learning from White Belts

practice-bp-7-ward-batting.jpgI just completed the process of leading another NewHabits program in the Caribbean – this time in Port of Spain, Trinidad.

I learned a great deal from the experience.

It confirmed my observation that most people entering the program in the Caribbean do so at the White Belt level. Some are pure White Belts, practicing at that level in each of the 11 components.

Others have a mix of different belts, but at least one area in which they are White belts. That single area drags their time management
systems down to the lowest belt level. Ouch.

What is challenging, however, is that as White belts, there is some difficulty in dealing with the time demands that the program places
on them.

Even though one of the key principles is that habits must be learned at a rate of one or two at a time, the volume of items that must be done in order to implement these habits can easily overwhelm a White belt. At the moment, the way the course is designed is that the last learning activity has to do with habit changes, and it introduces a flurry of time demands to change and learn a habit. by that point, the average participant is tired, and can’t handle the sudden flood effectively.

Arguably, it is the toughest part of the course for a White belt as time demands fly, and old feelings of inadequacy resurface.

What I like about this fact is that it offers a great way to demonstrate what the course is teaching.

I am going to change the design of the course somewhat, and introduce a new meta-conversation that focuses on building their participants’ skill at dealing with the time demands that are created by the Newhabits program itself. I plan to take some “breaks” in the course throughout the two days, and allow people a chance to reflect on how they are using the principles they are learning to manage the time demands being created from the materials.

I also plan for them to practice scheduling, by using the lunch period as a real life example.

In this way, attendees will be able to get their hands dirty using the techniques they are learning, and be able to get coached and to
compare notes with each other.

The end result will be that they will have a real-life chance to practice and also be able to deal more effectively with the steps
to implement their new system.

This partially fulfills a dream I have had of giving participants something real to practice with, like a pick-up game in basketball
where the stakes are not so high, but real skills are being used. I had played with the idea of engineering a simulation, but I couldn’t come up with a way to challenge everyone in the class, given their different skill levels.

This seems to be one way to get the best of both worlds — some actual practice on some real problems, while giving each person a chance to use the new habits they are about the implement in their lives.

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Time Management and Cognitive Load Theory

I was searching the internet to find some ideas on the most recent thinking on how habits are learned and unlearned when I ran across a rather dense article “for beginners.”

“Cognitive Load Theory for Beginners” makes some excellent points that seem to echo what we know about developing the skills we normally see at the higher belt levels of 2Time.

The article, by Howard Solomon, is a summary of some of the thinking developed by J. Sweller. Here is a beginner’s summary for ultra-beginners:

Recognizing George Miller’s research showing that short term memory is limited in the number of elements it can contain simultaneously, Sweller builds a theory that treats schemas, or combinations of elements, as the cognitive structures that make up an individual’s knowledge base.

Sweller builds a theory that treats schemas, or combinations of elements, as the cognitive structures that make up an individual’s knowledge base. (Sweller, 1988)

The contents of long term memory are “sophisticated structures that permit us to perceive, think, and solve problems,” rather than a group of rote learned facts. These structures, known as schemas, are what permit us to treat multiple elements as a single element. They are the cognitive structures that make up the knowledge base (Sweller, 1988). Schemas are acquired over a lifetime of learning, and may have other schemas contained within themselves.

It sounds as if “time management” is made up of schemas.

The difference between an expert and a novice is that a novice hasn’t acquired the schemas of an expert. Learning requires a change in the schematic structures of long term memory and is demonstrated by performance that progresses from clumsy, error-prone, slow and difficult to smooth and effortless. The change in performance occurs because as the learner becomes increasingly familiar with the material, the cognitive characteristics associated with the material are altered so that it can be handled more efficiently by working memory.

This seems to make sense to me, as I recall becoming a good student by simply making up my mind at different points to practice as hard as I could. Even now, as a teacher of statistics and research to graduate students, I recommend that students set themselves a certain number of problems to do each week, as a way to practice the ideas they have learned. At first, they are all quite clumsy, but those who are better at engaging in practice learn more quickly.

What I am not sure about is how the idea of “working memory load” fits into ways of learning the 11 fundamentals of 2Time. I think that it’s trying to say that practice should be simple, and free of too much competition or difficulty.