{"content_id":"vx2uv8nydk","slug":"reduce-excuses-and-build-action-habits","locale":"en","schema_type":"HowTo","category":"how_to","category_name":"How-to","title":"How to Stop Making Excuses and Take Action","summary":"To make fewer excuses, identify the real constraints and specify your next action. Use small goals and a restart plan, but do not treat pain or long working hours as proof of success.","sponsorship_disclosure":null,"affiliate_disclosure":null,"commerce_disclosure":null,"author":{"name":"Injoys Editorial Team","url":"https://injoys.com/ko/about"},"key_points":["Write down the reasons that stopped you from taking action as observable facts.","Separate the conditions you can change yourself from those that require help.","Choose a small action you can start without feeling overwhelmed.","Create an action plan that links a specific situation to an action.","Record the results and adjust your next plan based on what caused you to stop."],"content_markdown":"To make fewer excuses, turn the causes of failure into your next actions. Start by distinguishing real constraints from conditions you can change. Choose a small action and begin. The severity of your struggle alone cannot determine your likelihood of success.\n\nThe working-hours figures are based on the WHO and ILO announcement of May 17, 2021.\n\n## The Difference Between Excuses and Explanations of Causes\n\nExcuses and explanations of causes can be distinguished by whether they lead to follow-up action. Here, an excuse is an explanation used to avoid responsibility or action. Cause analysis is the process of identifying conditions to change on the next attempt.\n\nThe same reason can have different meanings depending on the situation. If you did not have enough time, first check your actual schedule. If there is no room for adjustment, you can consider requesting support or changing the goal. If there is room for change but you have stopped reviewing your options, check whether you are avoiding the issue.\n\nExplanations that label you as incompetent should also be examined. An assessment of your overall ability does not tell you what action to correct. Write down something verifiable, such as questions you answered incorrectly or preparation you missed.\n\n## Organizing by Condition: Criteria for Deciding Whether to Start or Adjust\n\nThe burden that makes you delay starting and the constraints that prevent action require different responses. The table below provides practical criteria for distinguishing situations. Do not use it to judge other people's circumstances.\n\n| Current situation | What to check | Response to consider |\n|---|---|---|\n| Delaying because the task seems too large | Whether the first action is specific | Reduce the amount required to start |\n| Lacking necessary knowledge or skills | Which task is causing difficulty | Learn that part or request feedback |\n| Lacking time or money | What can be done with current resources | Adjust the schedule or scope, or request support |\n| Facing health or safety issues | Whether it is safe to continue | Consider stopping, recovering, or consulting a professional |\n| Finding an evaluation unreasonable | The evaluation criteria and actual results | Confirm the criteria, then consider changing roles or environments |\n| Repeating the same failure | Whether you repeated the same method | Change the method and check the result |\n\nEven when people work in the same weather, their working environments may differ. Family finances and caregiving responsibilities are also conditions to consider. Determine the scope of the actions you are responsible for based on actual conditions.\n\n## Steps for Turning Excuses into Actions\n\nIn your action plan, write down both the situation in which you will start and the action you will take. In psychology, this type of plan is called an implementation intention. It converts a strong resolution into specific conditions for action.\n\nA 2006 meta-analysis reported that implementation intentions help people achieve goals. It confirmed the effect by combining multiple studies. The figures do not guarantee individual success. [Meta-analysis of implementation intentions and goal achievement](https://doi.org/10.1016/S0065-2601%2806%2938002-1)\n\n1. **Write down the reason you got stuck as a fact.** Instead of judging yourself as weak-willed, record what actually happened.\n2. **Choose a condition you can change.** Distinguish between what you can adjust directly and what requires help from others.\n3. **Choose a small starting action.** Separate out the first part to begin from the task you need to complete.\n4. **Connect the action to the situation in which you will start.** For example, plan to open the work file when you sit at your desk after work.\n5. **Revise the plan based on the result.** Check whether you acted and why you got stuck, then choose the next opportunity.\n\nAfter reading a book or watching a video, write down an action you will apply. If you could not act, check whether you felt burdened. Also examine whether you lacked the necessary resources or skills. Failure to act cannot be explained by a sense of burden alone.\n\n## Example of Applying a Small Goal\n\nIf you want to start walking, you could set a starting goal of walking for 10 minutes. The following is a hypothetical example of making the plan more specific. Ten minutes is not an exercise prescription suitable for everyone.\n\n| Planning element | Example entry |\n|---|---|\n| Current difficulty | Delaying departure because of the idea that the exercise session must be long |\n| Starting situation | When physically able to walk and after putting on walking shoes following work |\n| Starting action | Walk for 10 minutes at the chosen location |\n| Environment to prepare | Keep walking shoes and necessary items where they are easy to find |\n| Completion check | Record whether the planned walk was completed |\n| If unable to act | Write down what got in the way and designate the next available opportunity |\n\nIf you walked for 10 minutes, you completed the starting goal you set. You do not necessarily have to increase it to 1 or 2 hours. Decide whether to do more based on your physical condition and schedule. Do not turn a commitment designed to help you start into an obligation to keep doing more.\n\n## Criteria to Check When Changing Your Environment\n\nChanging your environment means choosing to change specific conditions that prevent action. First examine the vague idea of moving somewhere better. You can write down which resources are missing from your current environment.\n\nRewards and opportunities may vary by environment. However, a comparison with product prices cannot be used to judge a person's value. If you want to change your workplace or role, compare the actual conditions.\n\n| Comparison item | What to check in the current environment | What to check in the new environment |\n|---|---|---|\n| Evaluation | What criteria are used to evaluate you | Whether the criteria are clearly presented |\n| Learning | Whether you can receive the feedback you need | Whether there are genuine opportunities to learn |\n| Action | Conditions that repeatedly block you | Whether those conditions will improve |\n| Daily life | Effects on time, cost, and health | Whether the changes are manageable |\n\nThere is no need to force desperation on yourself as a way to create an environment for action. Start by considering whether you can prepare the necessary tools in advance. You can also choose someone to check your progress with you. Before making a major decision, check the results of a small change.\n\n## Common Mistake: Interpreting Pain and Desperation as Performance\n\nFeeling that something is difficult does not by itself mean that success is near. Learning can progress despite difficulty. In other cases, however, you need to recognize that the method should be changed.\n\n| Common interpretation | What has not been confirmed | What to check instead |\n|---|---|---|\n| Believing that difficulty means success is just ahead | The link between pain and the timing of success | Whether work results or skills are improving |\n| Believing that desperation guarantees victory | The claim that mindset alone determines the result | Level of preparation and actual performance results |\n| Believing you must feel confident before starting | The assumption that complete confidence is necessary before starting | An action you can test on a small scale |\n| Deciding that failure means the goal was wrong | Confusion between the cause of failure and the goal itself | Whether the problem was the method, amount, or environment |\n| Believing you must endure to the end to avoid regret | The assumption that persistence always produces good results | Future costs and the changes you can expect |\n\nDesperation can be a personal reason for choosing a goal. However, it is difficult to use as the sole criterion for explaining rankings. Connect the result you want with the action you will take today.\n\nTo treat a dream as an actionable goal, you need criteria for checking progress. If you are studying, check whether you can explain what you did not understand. At work, check whether the deliverable meets the requirements. Do not evaluate growth solely by how hard you pushed yourself.\n\n## Comparing Time Investment: Does Twice the Time Mean Twice the Growth?\n\nYou cannot calculate that twice the time invested will produce twice the rate of growth. The difference between 8 hours and 16 hours a day is a difference in time. There is no basis for assuming that the quality of experience or the learning effect will increase at the same rate.\n\n| Comparison | What can be calculated or checked | What cannot be concluded |\n|---|---|---|\n| 8 hours a day and 16 hours a day | Daily time invested is doubled | Skill or performance is also doubled |\n| 10 years and 5 years | The period is halved | The same experience and judgment are gained |\n| Sitting for a long time and completing work | Time and results can be recorded separately | Sitting longer produces better results |\n\nLong working hours must also be considered separately in terms of health. The 2021 WHO and ILO announcement analyzed working at least 55 hours per week. The comparison group worked 35-40 hours per week. The announcement reported the following associations. [WHO and ILO announcement on long working hours](https://www.who.int/news/item/17-05-2021-long-working-hours-increasing-deaths-from-heart-disease-and-stroke-who-ilo)\n\n| Outcome | Increase in relative risk from working at least 55 hours per week compared with 35-40 hours per week |\n|---|---|\n| Stroke | 35% |\n| Death from ischemic heart disease | 17% |\n\nThese percentages do not represent an individual's probability of developing the condition. They are also not criteria for determining safe working hours for each person. When planning to increase your hours, also consider whether you will be able to recover.\n\n## How to Record Restarting After Failure\n\nAfter stopping, write down the conditions for starting again. This is a way to assess progress without relying solely on whether your practice has been continuous. The record items below are suggestions for applying research findings in practice.\n\nA habit study published online in 2009 tracked repeated behaviors. Missing one opportunity to act did not have a significant effect on habit formation. This cannot be extended to mean that every interruption is harmless. [Habit formation study](https://doi.org/10.1002/ejsp.674)\n\n1. **Write down the situation in which you stopped.** Record verifiable details, such as a scheduling conflict or inadequate preparation.\n2. **Choose the next available opportunity.** Instead of vaguely resolving to try again, designate the actual situation in which you will start.\n3. **Record the action you took when restarting.** Check whether you realistically completed the planned amount.\n4. **Address recurring obstacles.** If you keep stopping for the same reason, try changing the schedule or method.\n\nA restart record is not a scorecard for self-blame. It is a tool for identifying what you need between stopping and returning. If you need recovery or support, put those conditions in place first.\n\n## The Difference Between Self-Blame and Responsibility\n\nYou cannot conclude that harsh self-blame is necessary to develop a sense of responsibility. Responsibility can be expressed by choosing an action to correct. There is no need to make your entire character the cause of failure.\n\nA 2012 study examined attitudes of accepting failure and motivation for self-improvement. In one experiment, participants in the self-compassion condition studied longer. Self-compassion is an attitude of understanding yourself when you are experiencing difficulty. [Study of self-compassion and motivation for self-improvement](https://pubmed.ncbi.nlm.nih.gov/22645164/)\n\nThis result does not guarantee the same effect in every situation. However, it is inconsistent with the claim that improvement requires being harsh with yourself. After acknowledging failure, choose a specific action to correct.\n\nOrganizations must also distinguish between individual effort and operational problems. Do not explain problems with work instructions or resource allocation solely as matters of individual attitude. Actions that members can change can be agreed on separately.\n\n## Action Plan Checklist\n\nAn action plan should allow you to identify what to do at the next opportunity. Replace abstract resolutions with the items below in writing. After starting, revise the plan to reflect the actual results.\n\n- **Goal:** The result you want to check\n- **Starting situation:** The place or existing routine where you will start the action\n- **Starting action:** A specific task you can begin immediately\n- **Support needed:** Conditions that are difficult to address alone\n- **Adjustment criteria:** Grounds for deciding when to change the method or scope\n- **Restart plan:** The next opportunity to return after stopping","content_html":"\u003cp\u003eTo make fewer excuses, turn the causes of failure into your next actions. Start by distinguishing real constraints from conditions you can change. Choose a small action and begin. The severity of your struggle alone cannot determine your likelihood of success.\u003c/p\u003e\n\u003cp\u003eThe working-hours figures are based on the WHO and ILO announcement of May 17, 2021.\u003c/p\u003e\n\u003ch2\u003e\n\u003ca href=\"#the-difference-between-excuses-and-explanations-of-causes\" class=\"anchor\" id=\"the-difference-between-excuses-and-explanations-of-causes\"\u003e\u003c/a\u003eThe Difference Between Excuses and Explanations of Causes\u003c/h2\u003e\n\u003cp\u003eExcuses and explanations of causes can be distinguished by whether they lead to follow-up action. Here, an excuse is an explanation used to avoid responsibility or action. Cause analysis is the process of identifying conditions to change on the next attempt.\u003c/p\u003e\n\u003cp\u003eThe same reason can have different meanings depending on the situation. If you did not have enough time, first check your actual schedule. If there is no room for adjustment, you can consider requesting support or changing the goal. If there is room for change but you have stopped reviewing your options, check whether you are avoiding the issue.\u003c/p\u003e\n\u003cp\u003eExplanations that label you as incompetent should also be examined. An assessment of your overall ability does not tell you what action to correct. Write down something verifiable, such as questions you answered incorrectly or preparation you missed.\u003c/p\u003e\n\u003ch2\u003e\n\u003ca href=\"#organizing-by-condition-criteria-for-deciding-whether-to-start-or-adjust\" class=\"anchor\" id=\"organizing-by-condition-criteria-for-deciding-whether-to-start-or-adjust\"\u003e\u003c/a\u003eOrganizing by Condition: Criteria for Deciding Whether to Start or Adjust\u003c/h2\u003e\n\u003cp\u003eThe burden that makes you delay starting and the constraints that prevent action require different responses. The table below provides practical criteria for distinguishing situations. Do not use it to judge other people's circumstances.\u003c/p\u003e\n\u003cdiv class=\"overflow-x-auto\"\u003e\u003ctable\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth\u003eCurrent situation\u003c/th\u003e\n\u003cth\u003eWhat to check\u003c/th\u003e\n\u003cth\u003eResponse to consider\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Current situation\"\u003eDelaying because the task seems too large\u003c/td\u003e\n\u003ctd data-label=\"What to check\"\u003eWhether the first action is specific\u003c/td\u003e\n\u003ctd data-label=\"Response to consider\"\u003eReduce the amount required to start\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Current situation\"\u003eLacking necessary knowledge or skills\u003c/td\u003e\n\u003ctd data-label=\"What to check\"\u003eWhich task is causing difficulty\u003c/td\u003e\n\u003ctd data-label=\"Response to consider\"\u003eLearn that part or request feedback\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Current situation\"\u003eLacking time or money\u003c/td\u003e\n\u003ctd data-label=\"What to check\"\u003eWhat can be done with current resources\u003c/td\u003e\n\u003ctd data-label=\"Response to consider\"\u003eAdjust the schedule or scope, or request support\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Current situation\"\u003eFacing health or safety issues\u003c/td\u003e\n\u003ctd data-label=\"What to check\"\u003eWhether it is safe to continue\u003c/td\u003e\n\u003ctd data-label=\"Response to consider\"\u003eConsider stopping, recovering, or consulting a professional\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Current situation\"\u003eFinding an evaluation unreasonable\u003c/td\u003e\n\u003ctd data-label=\"What to check\"\u003eThe evaluation criteria and actual results\u003c/td\u003e\n\u003ctd data-label=\"Response to consider\"\u003eConfirm the criteria, then consider changing roles or environments\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Current situation\"\u003eRepeating the same failure\u003c/td\u003e\n\u003ctd data-label=\"What to check\"\u003eWhether you repeated the same method\u003c/td\u003e\n\u003ctd data-label=\"Response to consider\"\u003eChange the method and check the result\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\u003c/div\u003e\n\u003cp\u003eEven when people work in the same weather, their working environments may differ. Family finances and caregiving responsibilities are also conditions to consider. Determine the scope of the actions you are responsible for based on actual conditions.\u003c/p\u003e\n\u003ch2\u003e\n\u003ca href=\"#steps-for-turning-excuses-into-actions\" class=\"anchor\" id=\"steps-for-turning-excuses-into-actions\"\u003e\u003c/a\u003eSteps for Turning Excuses into Actions\u003c/h2\u003e\n\u003cp\u003eIn your action plan, write down both the situation in which you will start and the action you will take. In psychology, this type of plan is called an implementation intention. It converts a strong resolution into specific conditions for action.\u003c/p\u003e\n\u003cp\u003eA 2006 meta-analysis reported that implementation intentions help people achieve goals. It confirmed the effect by combining multiple studies. The figures do not guarantee individual success. \u003ca href=\"https://doi.org/10.1016/S0065-2601%2806%2938002-1\"\u003eMeta-analysis of implementation intentions and goal achievement\u003c/a\u003e\u003c/p\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cstrong\u003eWrite down the reason you got stuck as a fact.\u003c/strong\u003e Instead of judging yourself as weak-willed, record what actually happened.\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eChoose a condition you can change.\u003c/strong\u003e Distinguish between what you can adjust directly and what requires help from others.\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eChoose a small starting action.\u003c/strong\u003e Separate out the first part to begin from the task you need to complete.\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eConnect the action to the situation in which you will start.\u003c/strong\u003e For example, plan to open the work file when you sit at your desk after work.\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eRevise the plan based on the result.\u003c/strong\u003e Check whether you acted and why you got stuck, then choose the next opportunity.\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003eAfter reading a book or watching a video, write down an action you will apply. If you could not act, check whether you felt burdened. Also examine whether you lacked the necessary resources or skills. Failure to act cannot be explained by a sense of burden alone.\u003c/p\u003e\n\u003ch2\u003e\n\u003ca href=\"#example-of-applying-a-small-goal\" class=\"anchor\" id=\"example-of-applying-a-small-goal\"\u003e\u003c/a\u003eExample of Applying a Small Goal\u003c/h2\u003e\n\u003cp\u003eIf you want to start walking, you could set a starting goal of walking for 10 minutes. The following is a hypothetical example of making the plan more specific. Ten minutes is not an exercise prescription suitable for everyone.\u003c/p\u003e\n\u003cdiv class=\"overflow-x-auto\"\u003e\u003ctable\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth\u003ePlanning element\u003c/th\u003e\n\u003cth\u003eExample entry\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Planning element\"\u003eCurrent difficulty\u003c/td\u003e\n\u003ctd data-label=\"Example entry\"\u003eDelaying departure because of the idea that the exercise session must be long\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Planning element\"\u003eStarting situation\u003c/td\u003e\n\u003ctd data-label=\"Example entry\"\u003eWhen physically able to walk and after putting on walking shoes following work\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Planning element\"\u003eStarting action\u003c/td\u003e\n\u003ctd data-label=\"Example entry\"\u003eWalk for 10 minutes at the chosen location\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Planning element\"\u003eEnvironment to prepare\u003c/td\u003e\n\u003ctd data-label=\"Example entry\"\u003eKeep walking shoes and necessary items where they are easy to find\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Planning element\"\u003eCompletion check\u003c/td\u003e\n\u003ctd data-label=\"Example entry\"\u003eRecord whether the planned walk was completed\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Planning element\"\u003eIf unable to act\u003c/td\u003e\n\u003ctd data-label=\"Example entry\"\u003eWrite down what got in the way and designate the next available opportunity\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\u003c/div\u003e\n\u003cp\u003eIf you walked for 10 minutes, you completed the starting goal you set. You do not necessarily have to increase it to 1 or 2 hours. Decide whether to do more based on your physical condition and schedule. Do not turn a commitment designed to help you start into an obligation to keep doing more.\u003c/p\u003e\n\u003ch2\u003e\n\u003ca href=\"#criteria-to-check-when-changing-your-environment\" class=\"anchor\" id=\"criteria-to-check-when-changing-your-environment\"\u003e\u003c/a\u003eCriteria to Check When Changing Your Environment\u003c/h2\u003e\n\u003cp\u003eChanging your environment means choosing to change specific conditions that prevent action. First examine the vague idea of moving somewhere better. You can write down which resources are missing from your current environment.\u003c/p\u003e\n\u003cp\u003eRewards and opportunities may vary by environment. However, a comparison with product prices cannot be used to judge a person's value. If you want to change your workplace or role, compare the actual conditions.\u003c/p\u003e\n\u003cdiv class=\"overflow-x-auto\"\u003e\u003ctable\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth\u003eComparison item\u003c/th\u003e\n\u003cth\u003eWhat to check in the current environment\u003c/th\u003e\n\u003cth\u003eWhat to check in the new environment\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Comparison item\"\u003eEvaluation\u003c/td\u003e\n\u003ctd data-label=\"What to check in the current environment\"\u003eWhat criteria are used to evaluate you\u003c/td\u003e\n\u003ctd data-label=\"What to check in the new environment\"\u003eWhether the criteria are clearly presented\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Comparison item\"\u003eLearning\u003c/td\u003e\n\u003ctd data-label=\"What to check in the current environment\"\u003eWhether you can receive the feedback you need\u003c/td\u003e\n\u003ctd data-label=\"What to check in the new environment\"\u003eWhether there are genuine opportunities to learn\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Comparison item\"\u003eAction\u003c/td\u003e\n\u003ctd data-label=\"What to check in the current environment\"\u003eConditions that repeatedly block you\u003c/td\u003e\n\u003ctd data-label=\"What to check in the new environment\"\u003eWhether those conditions will improve\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Comparison item\"\u003eDaily life\u003c/td\u003e\n\u003ctd data-label=\"What to check in the current environment\"\u003eEffects on time, cost, and health\u003c/td\u003e\n\u003ctd data-label=\"What to check in the new environment\"\u003eWhether the changes are manageable\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\u003c/div\u003e\n\u003cp\u003eThere is no need to force desperation on yourself as a way to create an environment for action. Start by considering whether you can prepare the necessary tools in advance. You can also choose someone to check your progress with you. Before making a major decision, check the results of a small change.\u003c/p\u003e\n\u003ch2\u003e\n\u003ca href=\"#common-mistake-interpreting-pain-and-desperation-as-performance\" class=\"anchor\" id=\"common-mistake-interpreting-pain-and-desperation-as-performance\"\u003e\u003c/a\u003eCommon Mistake: Interpreting Pain and Desperation as Performance\u003c/h2\u003e\n\u003cp\u003eFeeling that something is difficult does not by itself mean that success is near. Learning can progress despite difficulty. In other cases, however, you need to recognize that the method should be changed.\u003c/p\u003e\n\u003cdiv class=\"overflow-x-auto\"\u003e\u003ctable\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth\u003eCommon interpretation\u003c/th\u003e\n\u003cth\u003eWhat has not been confirmed\u003c/th\u003e\n\u003cth\u003eWhat to check instead\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Common interpretation\"\u003eBelieving that difficulty means success is just ahead\u003c/td\u003e\n\u003ctd data-label=\"What has not been confirmed\"\u003eThe link between pain and the timing of success\u003c/td\u003e\n\u003ctd data-label=\"What to check instead\"\u003eWhether work results or skills are improving\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Common interpretation\"\u003eBelieving that desperation guarantees victory\u003c/td\u003e\n\u003ctd data-label=\"What has not been confirmed\"\u003eThe claim that mindset alone determines the result\u003c/td\u003e\n\u003ctd data-label=\"What to check instead\"\u003eLevel of preparation and actual performance results\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Common interpretation\"\u003eBelieving you must feel confident before starting\u003c/td\u003e\n\u003ctd data-label=\"What has not been confirmed\"\u003eThe assumption that complete confidence is necessary before starting\u003c/td\u003e\n\u003ctd data-label=\"What to check instead\"\u003eAn action you can test on a small scale\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Common interpretation\"\u003eDeciding that failure means the goal was wrong\u003c/td\u003e\n\u003ctd data-label=\"What has not been confirmed\"\u003eConfusion between the cause of failure and the goal itself\u003c/td\u003e\n\u003ctd data-label=\"What to check instead\"\u003eWhether the problem was the method, amount, or environment\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Common interpretation\"\u003eBelieving you must endure to the end to avoid regret\u003c/td\u003e\n\u003ctd data-label=\"What has not been confirmed\"\u003eThe assumption that persistence always produces good results\u003c/td\u003e\n\u003ctd data-label=\"What to check instead\"\u003eFuture costs and the changes you can expect\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\u003c/div\u003e\n\u003cp\u003eDesperation can be a personal reason for choosing a goal. However, it is difficult to use as the sole criterion for explaining rankings. Connect the result you want with the action you will take today.\u003c/p\u003e\n\u003cp\u003eTo treat a dream as an actionable goal, you need criteria for checking progress. If you are studying, check whether you can explain what you did not understand. At work, check whether the deliverable meets the requirements. Do not evaluate growth solely by how hard you pushed yourself.\u003c/p\u003e\n\u003ch2\u003e\n\u003ca href=\"#comparing-time-investment-does-twice-the-time-mean-twice-the-growth\" class=\"anchor\" id=\"comparing-time-investment-does-twice-the-time-mean-twice-the-growth\"\u003e\u003c/a\u003eComparing Time Investment: Does Twice the Time Mean Twice the Growth?\u003c/h2\u003e\n\u003cp\u003eYou cannot calculate that twice the time invested will produce twice the rate of growth. The difference between 8 hours and 16 hours a day is a difference in time. There is no basis for assuming that the quality of experience or the learning effect will increase at the same rate.\u003c/p\u003e\n\u003cdiv class=\"overflow-x-auto\"\u003e\u003ctable\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth\u003eComparison\u003c/th\u003e\n\u003cth\u003eWhat can be calculated or checked\u003c/th\u003e\n\u003cth\u003eWhat cannot be concluded\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Comparison\"\u003e8 hours a day and 16 hours a day\u003c/td\u003e\n\u003ctd data-label=\"What can be calculated or checked\"\u003eDaily time invested is doubled\u003c/td\u003e\n\u003ctd data-label=\"What cannot be concluded\"\u003eSkill or performance is also doubled\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Comparison\"\u003e10 years and 5 years\u003c/td\u003e\n\u003ctd data-label=\"What can be calculated or checked\"\u003eThe period is halved\u003c/td\u003e\n\u003ctd data-label=\"What cannot be concluded\"\u003eThe same experience and judgment are gained\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Comparison\"\u003eSitting for a long time and completing work\u003c/td\u003e\n\u003ctd data-label=\"What can be calculated or checked\"\u003eTime and results can be recorded separately\u003c/td\u003e\n\u003ctd data-label=\"What cannot be concluded\"\u003eSitting longer produces better results\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\u003c/div\u003e\n\u003cp\u003eLong working hours must also be considered separately in terms of health. The 2021 WHO and ILO announcement analyzed working at least 55 hours per week. The comparison group worked 35-40 hours per week. The announcement reported the following associations. \u003ca href=\"https://www.who.int/news/item/17-05-2021-long-working-hours-increasing-deaths-from-heart-disease-and-stroke-who-ilo\"\u003eWHO and ILO announcement on long working hours\u003c/a\u003e\u003c/p\u003e\n\u003cdiv class=\"overflow-x-auto\"\u003e\u003ctable\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth\u003eOutcome\u003c/th\u003e\n\u003cth\u003eIncrease in relative risk from working at least 55 hours per week compared with 35-40 hours per week\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Outcome\"\u003eStroke\u003c/td\u003e\n\u003ctd data-label=\"Increase in relative risk from working at least 55 hours per week compared with 35-40 hours per week\"\u003e35%\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd data-label=\"Outcome\"\u003eDeath from ischemic heart disease\u003c/td\u003e\n\u003ctd data-label=\"Increase in relative risk from working at least 55 hours per week compared with 35-40 hours per week\"\u003e17%\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\u003c/div\u003e\n\u003cp\u003eThese percentages do not represent an individual's probability of developing the condition. They are also not criteria for determining safe working hours for each person. When planning to increase your hours, also consider whether you will be able to recover.\u003c/p\u003e\n\u003ch2\u003e\n\u003ca href=\"#how-to-record-restarting-after-failure\" class=\"anchor\" id=\"how-to-record-restarting-after-failure\"\u003e\u003c/a\u003eHow to Record Restarting After Failure\u003c/h2\u003e\n\u003cp\u003eAfter stopping, write down the conditions for starting again. This is a way to assess progress without relying solely on whether your practice has been continuous. The record items below are suggestions for applying research findings in practice.\u003c/p\u003e\n\u003cp\u003eA habit study published online in 2009 tracked repeated behaviors. Missing one opportunity to act did not have a significant effect on habit formation. This cannot be extended to mean that every interruption is harmless. \u003ca href=\"https://doi.org/10.1002/ejsp.674\"\u003eHabit formation study\u003c/a\u003e\u003c/p\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cstrong\u003eWrite down the situation in which you stopped.\u003c/strong\u003e Record verifiable details, such as a scheduling conflict or inadequate preparation.\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eChoose the next available opportunity.\u003c/strong\u003e Instead of vaguely resolving to try again, designate the actual situation in which you will start.\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eRecord the action you took when restarting.\u003c/strong\u003e Check whether you realistically completed the planned amount.\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eAddress recurring obstacles.\u003c/strong\u003e If you keep stopping for the same reason, try changing the schedule or method.\u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003eA restart record is not a scorecard for self-blame. It is a tool for identifying what you need between stopping and returning. If you need recovery or support, put those conditions in place first.\u003c/p\u003e\n\u003ch2\u003e\n\u003ca href=\"#the-difference-between-self-blame-and-responsibility\" class=\"anchor\" id=\"the-difference-between-self-blame-and-responsibility\"\u003e\u003c/a\u003eThe Difference Between Self-Blame and Responsibility\u003c/h2\u003e\n\u003cp\u003eYou cannot conclude that harsh self-blame is necessary to develop a sense of responsibility. Responsibility can be expressed by choosing an action to correct. There is no need to make your entire character the cause of failure.\u003c/p\u003e\n\u003cp\u003eA 2012 study examined attitudes of accepting failure and motivation for self-improvement. In one experiment, participants in the self-compassion condition studied longer. Self-compassion is an attitude of understanding yourself when you are experiencing difficulty. \u003ca href=\"https://pubmed.ncbi.nlm.nih.gov/22645164/\"\u003eStudy of self-compassion and motivation for self-improvement\u003c/a\u003e\u003c/p\u003e\n\u003cp\u003eThis result does not guarantee the same effect in every situation. However, it is inconsistent with the claim that improvement requires being harsh with yourself. After acknowledging failure, choose a specific action to correct.\u003c/p\u003e\n\u003cp\u003eOrganizations must also distinguish between individual effort and operational problems. Do not explain problems with work instructions or resource allocation solely as matters of individual attitude. Actions that members can change can be agreed on separately.\u003c/p\u003e\n\u003ch2\u003e\n\u003ca href=\"#action-plan-checklist\" class=\"anchor\" id=\"action-plan-checklist\"\u003e\u003c/a\u003eAction Plan Checklist\u003c/h2\u003e\n\u003cp\u003eAn action plan should allow you to identify what to do at the next opportunity. Replace abstract resolutions with the items below in writing. After starting, revise the plan to reflect the actual results.\u003c/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003eGoal:\u003c/strong\u003e The result you want to check\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eStarting situation:\u003c/strong\u003e The place or existing routine where you will start the action\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eStarting action:\u003c/strong\u003e A specific task you can begin immediately\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eSupport needed:\u003c/strong\u003e Conditions that are difficult to address alone\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eAdjustment criteria:\u003c/strong\u003e Grounds for deciding when to change the method or scope\u003c/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eRestart plan:\u003c/strong\u003e The next opportunity to return after stopping\u003c/li\u003e\n\u003c/ul\u003e\n","tags":["Follow through","Goal Achievement","Habit Formation","Self Management","Motivation"],"faqs":[{"question":"How can you distinguish an excuse from a valid reason?","answer":"First, check whether the reason explains the actual situation. Then identify the conditions you can change and the support you need. You cannot conclude that something is an excuse simply because you cannot take action right away."},{"question":"What should you do when you keep making plans but cannot get started?","answer":"Choose a small action to take first. Link that action to a situation in which you will start it. Also check whether you lack any necessary skills or resources."},{"question":"Does starting small mean lowering your goal?","answer":"You can distinguish between the initial amount of work and the final goal. A small action is a plan for getting started. Adjust the final goal or schedule based on the results of your efforts to determine whether they are realistic."},{"question":"Is a difficult period a sign that success is near?","answer":"You cannot determine when success will come based on suffering alone. Check whether your actual results or performance are improving. If things continue to worsen, you can reassess your approach and the scope of your goal."},{"question":"If you work 16 hours a day, will you grow twice as fast as you would working 8 hours?","answer":"You cannot directly translate the difference in working hours into the rate of growth. You need to assess the nature and results of the work separately. Also consider the health effects of working long hours."},{"question":"If you miss one day of practice, have you failed to form a habit?","answer":"You do not need to consider it a failure just because you missed once. Habit formation research found that a single lapse did not have a major effect. Make a plan to resume at the next available opportunity."},{"question":"Does being strict with yourself improve your ability to follow through?","answer":"Setting clear standards for your actions is different from criticizing yourself. Experiments have also found that self-compassion can increase motivation to improve. Acknowledge what you did wrong and decide what to correct."},{"question":"If the environment is not a good fit, should you immediately change jobs or roles?","answer":"First, identify the specific conditions in your current environment that are holding you back. Compare whether those conditions would improve in a new environment. Also review the evaluation criteria, learning opportunities, and impact on your life."},{"question":"How do you decide whether to keep going or change your approach?","answer":"Check whether there are changes that bring you closer to your goal. If the same obstacle keeps recurring, that is grounds for changing your approach. If there are health or safety concerns, first reassess whether you should continue."}],"sources":[{"url":"https://doi.org/10.1016/S0065-2601%2806%2938002-1","title":"Gollwitzer·Sheeran, Implementation Intentions and Goal Achievement: A Meta-analysis of Effects and Processes, 2006","type":"source"},{"url":"https://doi.org/10.1002/ejsp.674","title":"Lally et al., How are habits formed: Modelling habit formation in the real world, published online in 2009·published in an academic journal in 2010","type":"source"},{"url":"https://pubmed.ncbi.nlm.nih.gov/22645164/","title":"Breines·Chen, Self-compassion increases self-improvement motivation, 2012","type":"source"},{"url":"https://www.who.int/news/item/17-05-2021-long-working-hours-increasing-deaths-from-heart-disease-and-stroke-who-ilo","title":"WHO·ILO, Long working hours increasing deaths from heart disease and stroke, May 17, 2021","type":"data_point"}],"images":[{"id":1508,"url":"https://injoys.com/rails/active_storage/blobs/proxy/eyJfcmFpbHMiOnsiZGF0YSI6MjIxMDcsInB1ciI6ImJsb2JfaWQifX0=--f8f90df3ed20a10d5720379052d0188f2fef9c48/ai-86014c62.webp","is_representative":true,"generation_method":"ai_photo","license":"ai_generated","mime_type":"image/webp","width":1536,"height":1024,"translations":{"ko":{"alt":"아파트 현관 벤치에 앉은 직장인이 가방을 내려놓고 파란 운동화 끈을 묶는다.","caption":"미루기 쉬운 순간에 바로 할 수 있는 작은 행동부터 시작하세요.","description":null},"en":{"alt":"An office worker sits on an entryway bench tying a blue walking shoe, with a work bag set aside.","caption":"Start with a small action you can take when the moment arrives.","description":null},"ja":{"alt":"玄関のベンチに座った会社員が、仕事用のバッグを脇に置き、青い運動靴のひもを結んでいる。","caption":"先延ばししそうなときこそ、すぐにできる小さな行動から始めましょう。","description":null},"es":{"alt":"Una oficinista sentada en un banco junto a la entrada se ata una zapatilla azul tras dejar el bolso a un lado.","caption":"Cuando llegue el momento, empieza con una acción pequeña y concreta.","description":null},"id":{"alt":"Seorang pekerja kantoran duduk di bangku dekat pintu, mengikat sepatu olahraga biru dengan tas kerja di sampingnya.","caption":"Saat waktunya tiba, mulailah dengan tindakan kecil yang konkret.","description":null},"pt":{"alt":"Uma profissional sentada num banco à entrada ata um ténis azul, com a mala de trabalho posta de lado.","caption":"Quando chegar o momento, comece com uma ação pequena e concreta.","description":null},"zh-hant":{"alt":"一名上班族坐在玄關長椅上繫藍色運動鞋的鞋帶，工作包放在一旁。","caption":"到了預定的時機，就從一個具體的小行動開始。","description":null},"de":{"alt":"Eine Büroangestellte sitzt auf einer Bank im Eingangsbereich und bindet einen blauen Sportschuh; ihre Tasche steht daneben.","caption":"Beginne im passenden Moment mit einem kleinen, konkreten Schritt.","description":null}}},{"id":1509,"url":"https://injoys.com/rails/active_storage/blobs/proxy/eyJfcmFpbHMiOnsiZGF0YSI6MjIxMTYsInB1ciI6ImJsb2JfaWQifX0=--5d990a6a9a98063d5a562ea0532a4ce2bb586ac2/ai-36a9e3d5.webp","is_representative":false,"generation_method":"ai_semi","license":"ai_generated","mime_type":"image/webp","width":1536,"height":1024,"translations":{"ko":{"alt":"목공 작업실에서 앞치마를 입은 여성이 나무 이음새의 틈을 가리키며 옆 사람과 이야기한다.","caption":"막힌 이유를 관찰 가능한 사실로 확인하고, 필요한 도움을 요청하세요.","description":null},"en":{"alt":"In a woodworking studio, an apprentice points out a gap in a wooden joint to an instructor.","caption":"Identify the observable reason you are stuck, then ask for help where needed.","description":null},"ja":{"alt":"木工の作業場で、見習いが木材の継ぎ目にある隙間を指し、指導者と話している。","caption":"進めない理由を観察できる事実で確かめ、必要な助けを求めましょう。","description":null},"es":{"alt":"En un taller de carpintería, una aprendiz señala la separación de una unión de madera ante su instructor.","caption":"Identifica con hechos observables qué te frena y pide ayuda cuando la necesites.","description":null},"id":{"alt":"Di bengkel kayu, seorang peserta magang menunjuk celah pada sambungan kayu saat berbicara dengan instruktur.","caption":"Kenali hambatan lewat fakta yang bisa diamati, lalu minta bantuan jika diperlukan.","description":null},"pt":{"alt":"Numa oficina de marcenaria, uma aprendiz aponta uma folga numa junção de madeira ao conversar com o instrutor.","caption":"Identifique com fatos observáveis o que impede seu avanço e peça ajuda quando precisar.","description":null},"zh-hant":{"alt":"木工工作室裡，一名學徒指著木材接合處的縫隙，與旁邊的指導者交談。","caption":"用可觀察的事實確認阻礙，並在需要時尋求協助。","description":null},"de":{"alt":"In einer Holzwerkstatt zeigt eine Auszubildende einer Lehrkraft die Lücke in einer Holzverbindung.","caption":"Benenne das Hindernis anhand beobachtbarer Fakten und bitte bei Bedarf um Hilfe.","description":null}}}],"published_at":"2026-09-26T02:14:35+09:00","updated_at":"2026-09-26T02:14:35+09:00","license":"cc_by","translation_status":"reviewed","available_locales":["ko","en","ja","es"],"data_locales":["ko","en","ja","es","id","pt","zh-hant","de"],"url":"https://injoys.com/en/articles/reduce-excuses-and-build-action-habits"}