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Taking time to consider time, work life, and spirituality: a case in point

Arguably one of the most interesting and significant topics related to management and spirituality focuses on “Time” and how it is managed and spent. Prior to the 1970s, the management literature reflected a general view that managers behaved in ways consistent with careful execution of activities based on thoughtful planning. That is, the practice of management tended to be viewed as a process where managers spent their time wisely based on significant forethought and rational thought-based behavior throughout their days. Then in the 1970s, Henry Mintzberg began conducting research that involved observing what managers actually did as they performed their daily work (Mintzberg 1975). What he found was that managers’ work was relatively chaotic with much time spent addressing unexpected challenges and “putting out fires.” Indeed, the picture shifted from one of seemingly wise and effective use of time to a relatively out-of-control process in which time is sucked away and often wasted in the service of events that managed managers rather than the other way around. Mintzberg’s findings might lead some to conclude greater attention in management research and practice needs to be devoted to time management along with greater emphasis on examining past results and trends and to planning for the future. Yet others, perhaps especially with a spiritual perspective in mind, would demur. This is especially true when one considers the role of meaning and purpose for establishing a more spiritual approach to life and work. For example, one popular more “spiritual” view of time argues that the only real time exists in the present ... in this moment (Manz 2005; Tolle 1999). According to this view, when we dwell on the past or anticipate the future we are in effect blotting out the present moment, which is the only real time that exists. Our mind, like a camera, may be able to capture the image of a past event, or create a possible imagined version of the future. Yet, these images are not real but rather only representations of reality that lack dimensionality and many other aspects of the reality upon which they are based ... so the logic goes. This perspective suggests, if we are truly searching for meaning and purpose, and perhaps the sense of spirituality they can engender for our work and careers, we need to look beyond the illusion of interpretations of the past or anticipated versions of the future and instead embrace the present moment in choosing how we perceive and use the time we have available. Of course, as is usually the case, the most reasonable and balanced approach is likely somewhere in the middle. Ideally, we might combine benefiting from what we can learn from the past and use what insights we obtain in planning for the future, while also staying firmly connected to the present as we manage and spend our time. And from a workplace spirituality perspective, this could be done in a way that helps create a sense of purpose and meaning. Yet these kinds of life-defining ideas and their implied questions are complex and resist simple answers and prescriptions, despite our practical need to make continuous choices and decisions about how we make use of time. In this issue of the Journal of Management, Spirituality and Religion, we are pleased to introduce an invited feature article by Jordan Jensen and Christopher Neck which promises to help shed significant light on these very issues. It is an interview-based essay revealing the work life and thinking of Hyrum W. Smith, “The Father of Time Management” and co-founder of