>> MIM Speaks
SPEED-READING FOR BETTER MANAGEMENT
APRIL 14, 1996 -
THE STAR
ONE of the greatest pressures that managers face is the
management of time.
How he manages his professional life, for example, running a
proper office, knowing the latest development in management;
acquiring new skills and sharpening the old, empowering the
workforce, etc. becomes an important part of a manager's life.
While attending to the needs of his organisation, a manager
must spend quality time with his family. He cannot, for
instance, work late every day, seven days a week. Of course,
he can sometimes work late hours, but not I seeing one's
children for days on end should not be the norm.
One important thing that is neglected in today's "mad rush" is
one's reading. Managers should read journals, management
books, books on religion, philosophy, history, the arts, etc
to widen his general knowledge.
The pressure of time would tend to make one read less, with
the argument that one hardly has time for other important
matters.
One way to tackle this problem is through speed-reading-the
ability to read rapidly while maintaining good understanding.
A number of managers I know read pretty fast thus enabling
them to check and verify documents, letters and papers very
efficiently. On top of that they also have time to read
magazines, newspapers and books.
Those interested in speed-reading would first have to learn to
get rid of some bad habits like vocalising (pronouncing every
word silently or even reading loudly), regressing (the habit
of going back to re-read a sentence, fixating (pausing at long
words which the reader already knows), etc.
Good habits that can help would be, firstly, to set an
objective like reading to look for facts, ideas or just for
pleasure. Secondly, readers would benefit if they push their
reading speed to a level of discomfort but are still able to
understand what they are reading. Thirdly, the reader must
give full concentration and attention to the text at hand
without any interruption.
Eye movement is also important. Today, electronic machines are
used to display words on a screen at increasing speeds.
Readers can try reading some of the "credit lines" at the end
of a movie with great speed.
However, different people use different methods. Some use
their forefinger or any sharp object to follow or direct the
eye along the sentence.
Some people read from left to right others do just the
opposite-reading from right to left, the aim being to catch
the key words fast. yet others read diagonally, ie. going from
top left to bottom right and vice-versa.
These are some of the methods taught in speed-reading classes.
Whatever method or style one chooses should be to make one's
reading easy and rapid. Practice makes perfect. Train your
eyes to scan, move fast, see a whole sentence instead of just
one word at a time.
With time, one not only can read fast but can also zero in on
errors with ease.
It is obvious that those who have read much during their early
school going days are bound to end up as fast and possibly
voracious readers during adulthood.
Managers who are interested in speed-reading can enrol in a
programme run by any one of the professional organisations.
Many successful managers have attended such courses.
Others have acquired the ability to read rapidly through trial
and error. There are many self-help books available on this
subject-too.
Professional organisations like Evelyn-Wood have conduct
programmes on speed-reading. One such course I attended a
number of years ago covered the techniques of reading rapidly
and tests to ascertain one's speed and comprehension.
On completing the course, participants' achievement would vary
from individual to individual. Some can read faster than the
others.
The most important thing is to practice the methods taught
regularly until one internalises them. Even a 50 per cent
increase in speed itself will do much good.
A prospective participant when urged to attend a speed-reading
course said that he had plenty of free time, thus there was no
need to read fast.
That could be true during the 1970s (the time when the above
statement was made). Very few managers can say such thing
today. There is simply "so much to do with so little time to
do it."
Reading magazines and periodicals like the World Executive's
Digest which carry summaries of articles is one way of getting
new information. Surfing the Internet is another. It does not
mean one has to read everything at superspeed.
Works of literature, poems and serious writings can be read
deliberately, perhaps even slowly, to savour every page as it
were. Light reading material like fashion magazines can be
browsed through. Some books need not necessarily be read from
cover to cover but just the relevant parts. Even with
speed-reading, one has to always maintain focus and
concentration.
Good readers can read between 600 and 750 words per minute or
finish a novel in three hours. However, a longer time is
needed to read "heavy" material like management books. There
are even some who can read a number of books at one time.
Learning to read fast would not only allow us to read more but
made us realised that there is no such thing as "no time to
read."
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