As deadlines approach, they cause feelings of frustration and guilt for not working on a task we were meant to.
So why do we choose to mess around when we need to knuckle down and do what we know to be important?
The part of the brain that acts as the control centre for deciding whether to perform certain behaviours is the prefrontal cortex. It plays an important role in assigning positive (or negative) values to outcomes, and encoding what actions were performed.
This process means you are more likely to do something if it previously resulted in a good feeling.
This area of the brain is, therefore, important for making value-based judgments as well as for decision-making in general; we undertake certain behaviours because we've learned they make us feel good.
Neurotransmitters in the brain process rewards and generate pleasurable sensations. Rewarding behaviours result in the release of the neurotransmitter dopamine in the brain.
And, in turn, dopamine reinforces such behaviours, making us feel good and increasing the chances that we will perform them again.
The tasks we tend to occupy ourselves with when procrastinating are those with a small, immediate, and short-term value instead of the important, more valued task where the reward is delayed.
This is an example of temporal discounting; basically, we overestimate the value of an outcome when it can be gained immediately.
Human motivation is highly influenced by how imminent a reward is perceived to be. In other words, we discount the value of large rewards the further away they are in time; it's called the present bias.
And it explains why we're more likely to partake in low-value behaviours (checking Facebook, playing computer games), because getting a good score on a test next week is further away in time, so it's less valued than it should be.
As time passes, the temporal proximity of your deadline increases. The value of doing well in your assessment, or getting work in before a deadline, is still just the same as before but greater immediacy means it becomes more important that you complete the task.
Another more personality-based theory of procrastination is the "arousal seeking" idea. This suggests procrastinators may be a certain personality type, in particular people who are thrill-seekers.
Leaving an important deadline until the last minute increases levels of stress. And carrying out the task in the last minute leads to a rewarding "rush" once it's complete.
This reinforces the idea that such people work better under pressure.
Procrastination may be a facet of personality. Or it could be that exposure to so many immediately rewarding activities makes it difficult to perform certain less pleasurable but important tasks.
There are a variety of techniques to help people work effectively and minimise distractions and procrastination.
The Pomodoro technique, for example, breaks work sessions into manageable 25-minute slots, allowing a small reward at the end, such as five minutes access to Facebook or a short coffee break. Then you have to return to another 25 minutes of work. The technique can aid productivity across the whole day.
A similar approach is self-imposing shorter-term deadlines for a large project, breaking it up into manageable tasks with immediate outcomes.
This increases the proximity of the deadline and decreases the chances of having to carry out the task at the last minute.
This technique can work as simply as making a timetable or list of smaller tasks, and then rewarding yourself once each task is complete.
With so many daily distractions, we seem to live in a procrastinator's paradise. Accepting that we're prone to procrastinate allows us to manage our behaviour and be more productive.
Amy Reichelt is a research fellow at the University of New South Wales.
theconversation.edu.au
