If youâre experiencing a severe issue with your computer, you may consider resetting it. It will wipe all data and give your computer a fresh start, like when you used it for the first time. However, if you start resetting the PC, you may notice that itâs taking a long time. Is there a normal range, or should you worry if it takes more than a certain time? If you decide the process is taking too long, what should you do to stop the process without damaging your system? Resetting a PC can take between 30 minutes to four hours on average. Older systems can take longer to reset because of their old components that are most likely incompatible with new software. Your operating system, the number of programs and apps, your RAM size and speed, and even connected peripherals can affect the duration of the reset. As a result, itâs not uncommon to see computers that take several hours to reset and may seem to be stuck on some percentages. Even if itâs taking a long time, itâs advisable not to turn off the system and wait overnight to see if the process finishes. Why Should You Reset Your PC? Resetting your PC to its factory settings is an excellent solution to unfixable problems. Many users choose this option as a last resort for serious issues that wonât go away through standard solutions. Most of these issues are related to system drives or OS updates that go corrupt and canât be fixed in any way. Some experts recommend a factory reset for a malware infection that has affected the performance of your system and doesnât go away through typical anti-malware practices. However, this solution only works if the virus hasnât affected your files and folders. In this case, you need to get rid of all those folders because, otherwise, your system will get infected again. You may also decide to reset your PC before selling it to another person to give it a clean look inside out. However, some experts recommend resetting your PC regularly, like every six months or every year, to ensure your computer is running smoothly. Over time, your computer collects huge amounts of data, including the files you save and those the operating system saves. Your OS saves your browsing history, search history, videos, temp backup files, social likes and shares, document auto-saves, etc. This data can pile up very quickly, slowing down your system. A factory reset deletes all your data and returns it to the state that you got it from the factory. If it came with Windows 10 installed on it, it will go back to that specific version with all default software installed. If you installed Windows 10 after purchasing the system, youâll get a fresh version of Windows 10 after the reset. However, the good thing about Windows factory reset is choosing what data to erase. At some point in the process of deleting data, the system asks you if you want to keep your files or if everything can be deleted. Choosing the first option allows you to keep your data while wiping off all other app and OS data. It indirectly speeds up your system by deleting bulky data from your hard drive, which will naturally build up over time. Thatâs why you need to reset your computer periodically. You could change your Windows to achieve the same results, but resetting the PC is more straightforward and doesnât require any specific know-how. Another alternative is to restore your system to a previous time. However, it isnât always available since you should have turned on the option and set a restore point before you run into the unfixable issue. What Affects The Speed Of PC Reset? If you want to know how long it takes your system to reset, you may not get a definite answer. The reason is that resetting depends on your hardware and software components. For example, your RAM and CPU speed, the number and type of storage whether itâs HDD or SSD, and even your operating system can affect speed. HDDs take much longer to reset because theyâre slow due to their moving physical parts. The type of reset also affects speed. For example, if you choose to keep your files, itâll take less than when you want to wipe out the entire system. Your system has to remove all details from the registry and user directory, which can take several hours. Here are some other factors that may make the reset process take longer Your systemâs age. Generally speaking, older PCs take longer to reset because they have older components and slower CPUs and RAMs. In addition, theyâre more likely to have incompatible software and hardware, slowing down the reset process. The number of programs installed. The more programs, the longer the process. RAM size. The larger your RAM, the faster the reset process. The number of connected peripherals. If you have several peripherals connected to your computer, such as keyboards, mice, external hard drives, speakers, etc., it will take much longer for the PC to reset. Always disconnect these peripherals and proceed with minimal setups. You should expect the process to take between 20 minutes and four hours. However, if your operating system is too corrupt, it may take several hours. Some people have reported even 48 hours, with the process stuck on a specific percentage. However, the crucial point here is that no matter how long it takes, you must never interrupt the process. The operating system is in the middle of a heavy process and needs to take care of many details. If you shut off the computer, youâll leave the system in an unstable state, and the system may not be able to fix it. Different Methods Of Resetting A Computer Windows allows you to reset your PC in different ways depending on the situation. For example, you may want to reset your PC periodically to access the tool via Windows. However, you may be unable to access the tool because the OS doesnât boot up, and you need to use other methods. Before starting the reset process, regardless of the method, make sure your laptop is connected to a power source to avoid interruptions due to battery drainage. Here are the primary methods to reset your PC 1. Windows 10 Settings This option is for cases where you have access to your Windows settings, and your OS is working. Itâs simple, and you can do it by following some on-screen instructions. To access the reset option, type âSettingsâ in Cortanaâs search box and select Update & Security. In the new window, select Recovery on the left pane. You can see the Reset this PC option with a Get Started button under it. After clicking on âGet started,â youâll see two options, âKeep my filesâ and âRemove everything.â You can choose each option depending on your goals. For example, if youâve created a backup of all your data or plan on selling the computer, choose âRemove everything.â If you have OS issues after a bad update or your system is acting up due to an unknown app, select âKeep my files.â Each option will lead to different prompts under a Choose Settings section. If you want to keep your files, you should choose to keep the preinstalled apps that came with Windows or delete them. If you want to keep them, turn the toggle on. On the other hand, if you choose to remove all files, you need to tell Windows if it can delete everything or keep some files. Youâll get a âClean data?â option, which you can enable if youâre selling your computer and want to make sure the new owner canât recover your data. The next thing you should choose is how to reinstall the operating system. You have two options, install from the cloud or locally. The cloud installation is more straightforward and much faster, but you may choose to install it from your device if you want the typical, hands-on installation process. Now, you should confirm to go to the next stage. You can see the list of apps that will be removed, and if you want to change them, you can click the Cancel button. Press Reset to proceed, and your system will restart to start the resetting process. Note. the process of resetting a PC may be different in Windows 10 and 11, but the general steps are the same. 2. Windows RE If your Windows doesnât boot up, you need to reset the PC via safe mode. Depending on the severity of the issue, youâll need to access it differently. For example, if you get to the sign-in screen but canât proceed after entering your credentials, you can directly go to the reset window. To do so, while youâre on the sign-in screen, press Shift and click Restart from the Start menu at the same time. This will lead you to the Windows Recovery Environment, in which you should click Troubleshoot > Reset this PC. You should go through the same processes outlined above to reset your PC. The only difference is that you may need to enter your account password. However, if your computer canât boot up and access any screen, you can use your systemâs hotkey to enter the recovery window. Some computers will tell you which hotkey you need to press via a message on the black screen, something along the lines of âpress F2 to enter recovery mode.â Otherwise, you could try F12 or F9, which are the most common hotkeys used in most systems. Press the power button, and immediately after, press this hotkey. Other models have brand-specific keys labeled differently to lead you to factory settings. For example, you may find the âNovo Buttonâ on Lenovo devices or âAssistâ on Sony laptops. When you press these keys while the device is off, youâll go to Windows RE. Resetting Issues When you decide to take the plunge and reset your PC, you must be desperate because nothing has worked in resolving your issue. The same issue or other hardware problems may make the reset process take so long that you think thereâs something wrong, and you need to take action. If resetting your PC seems to take forever, hereâs what to do 1. Give It Some More Time Since interrupting the reset process will have negative consequences, you should be patient and let your system take its time. Even if youâve waited for several hours, itâs recommended to leave the system overnight and see if it helps. A very good sign that shows the process is going on is the hard driveâs lights are still blinking. If the percentage is stuck after youâve left it overnight, there might be something wrong. However, you should start with less harsh solutions than shutting off the system. The following solutions may help. 2. Disconnect Internet Cables The slow process of resetting can be due to the updates taking place parallel with the other reset processes. When the system has difficulty downloading these updates, it will slow down the entire process. Disable your internet connection by unplugging the ethernet cables and see if the percentage goes up more quickly. 3. Change BIOS Settings Some BIOS settings are known to cause issues during the reset process. You can enter BIOS and change these settings to resume the reset. But you need to be super-cautious because changing BIOS settings wrongly can damage your system. Here are the settings you should change Turn off Secure Boot. Turn on Legacy Boot. Turn on USB Boot and give it the first order. Enable CSM. 4. Use The Media Creation Tool You can use the Media Creation Tool to perform different tasks on the computer if itâs stuck on a specific percentage. The first thing you can do is run the Windows Recovery Environment to start the reset process again. Youâll need to create a Windows installation media via the Media Creation Tool on another computer and save it on a bootable USB drive. Now, connect the drive to the affected PC and restart the PC. You should be able to boot using the bootable media. The system will guide you through instructions that lead to Troubleshoot, where you need to select Reset this PC. It will start the reset process again and hopefully complete it this time. Alternatively, you could choose the other option in the Troubleshoot section, Advanced options, and click on Startup Repair. After the system completes repairing the corrupted components, you can reset the PC with one of the methods described above. Another thing you can do via the Advanced Options section is to use the command prompt to run the SFC scan. If the reset process is stuck due to a broken system file, this utility can repair it, and you can resume resetting your PC. After opening Command Prompt, type in sfc /scannow and press Enter. Once the scan is over, the system will repair corrupted system files, and you can reset the PC if that was the main cause. Finally, you can use the Windows installation media to clean and install a new Windows. To do so, you need to keep it on top of the boot order, which you can do via the BIOS. Enter the BIOS and look for Boot options. The boot order shows all the devices that you can boot your system from and their order. You need to set USB as the first option by following the instructions given at the bottom of the window. For example, depending on the system, you may need to use +/- to change the order of each option. After exiting BIOS, your computer boots up on the installation file and gives you two options Install Windows and keep files, settings, and applications/install Windows only. Select the second option and follow the instructions to complete the process.
Todo this, refer the steps mentioned below: Press Windows logo key + R, to open Run dialog box. Type click on OK. Look for Windows Time service, and double click on it. Now, click on the drop down for the Startup type and select Automatic. Click on Start and click on OK. [Editorâs note This is the third installment of a continuing series on issues that 600 CEOs told us keeps them awake at night. Today's topic The challenges of making organizational decisions in this uncertain environment.] While we may be living in unprecedented times, past events provide insights and practices as pandemic recovery plans are developed. Consider these five elements of organizational decision-making information gathering; strategy; combining long-term thinking with short-term actions; clear communication internally and externally; and a review of policies and processes to ensure the organizationâs preparedness for future crises. Information gathering The flow of high-quality information is more important than ever. A United States military framework for thinking about the external environment that has gained traction in the business world is VUCA Volatility, Uncertainty, Complexity, and Ambiguity. While these words seem similar in many respects, a key point of VUCA is that each of these terms describes a different situation that requires a specific response. Nathan Bennett, a professor with the Robinson College of Business at Georgia State University, and G. James Lemoine, an assistant professor in the Organization and Human Resources Department of the School of Management at the University at Buffalo, have written extensively on VUCA, and argue, âIf VUCA is seen as general, unavoidable, and unsolvable, leaders will take no action and fail to solve an actual problem.â Thus, diagnosis of the situation is a prerequisite to crafting a response. They argue that volatility should be met with agility; uncertainty with information; complexity with restructuring with internal operations reconfigured to address external complexities; and ambiguity with experimentation. Uncertainty in this sense refers not to scientific questions about the coronavirus, but to what effect the virus will have on the future. What new realities will it generate? What will recovery look like? How long will it take? What will a post-COVID world entail? "Seek out new data sources and gather new perspectives." Bennett and Lemoine recommend reaching out âto partners, customers, researchers, trade groups, and perhaps even competitorsâ in times of uncertainty, in order to understand the impact of this phenomenon. Seek out new data sources and gather new perspectives. Hereâs how one CEO weâve talked with builds in multiple perspectives to his decision-making. At his industrial products company, he has established bi-weekly meetings with his senior team focused on two questions What do we know now that we didnât know before? How can we use that information to make decisions? Each team member is responsible for research within their area talking to big customers, participating in supplier forums and webinars, scouring competitor websites. At the meeting, team members share their findings and discuss the available data, what assumptions can be drawn from it, and insights to be leveraged. These discussions are then translated into action points. Organizations should ensure internal decision-making processes incorporate conflicting points of view, if necessary designating a devilâs advocate or what the military calls a âred teamer.â Colonel Eric G. Kail, who writes about VUCA and its application in the business world, says red teamers âdonât simply shoot holes in a plan ⌠[they require] leaders to move beyond that wonât happenâ to what if this occurs.â Red team membership should be rotated, he says, and leaders must be careful to protect them from backlash from other organizational members. In response to the broader perspective offered by his teamâs devilâs advocate, one CEO shared that he took proposed across-the-board price cuts and implemented them in a much more nuanced way, with price decreases segmented by customer and channel. Another hallmark of stressful situations is that they can lead to paralysis and inaction, what Nathan Furr calls âunproductive uncertainty.â He recommends three strategies for decision-making in such circumstances Managers need to step back and consider all options, both near term and long term. This is because gathering information in this environment can cause us to become âso focused on the immediate situation that we overlook the broader possibilities.â Rather than focus on binary outcomes, which rarely play out, managers should consider the full spectrum of possible outcomes and assign probabilities to each. Keep in mind that âpossibilities always exist.â Even in the worst situations, there are opportunities and choices to be made. Thinking about strategy A clear sense of organizational direction is central to knowing what information is significant and avoiding information overload. David J. Collis, the Thomas Henry Carroll Ford Foundation Adjunct Professor of Business Administration at Harvard Business School, and Michael G. Rukstad, the late senior research fellow at HBS described a firmâs organizational direction as being a hierarchy that flows from the most enduring element, the corporate mission, through values, vision, strategy, and, ultimately, the implementation and monitoring of that strategy via tools such as balanced scorecards and key performance indicators KPIs. The strategy includes an organizationâs objective, scope, and competitive advantage. In times of turmoil, CEOs should revisit their strategy and ask key questions What is the organizationâs ultimate objective? In which directions products, customers, geographies, vertical integration will it go? In which directions will it not go? Finally, what does the organization do better or differently than othersâin other words, what is our competitive advantage? "Another hallmark of stressful situations is that they can lead to paralysis and inaction." âIn times of economic distress, clarity of strategy becomes even more important,â wrote Michael Porter in 2008. In an economic downturn, figuring out what part of the industry that you want to serve becomes incredibly important.â Itâs also important to not take actions in the short term that seem expedient but could ultimately undermine whatâs different or unique about the company, he says. Porter provides the example of a company focused on high-end features and service that is tempted during a recession to cut back in response to a customerâs price concerns. This is the wrong move, he says. By cutting back on what has made it successful, that company risks becoming just like its competitors. He also contends that downturns can provide a little flexibility because the pressure to deliver short-term financial results is lessened. When all companies are reporting poor results, acting to make your company look a little better is not particularly value-added. We see this in action with the CEO of a B2B company who has responded to current pressure from customers by agreeing to cut prices in the short term in exchange for contract extensions; thereby being sensitive to their customersâ short-term needs while simultaneously improving the firmâs long-term competitive positioning. Strategy execution and implementation Strategic planning, converting strategic objectives into activities, is central to most organizations. Still, it is not possible to anticipate every event that might impact those plans. Executives need to be agile in order to adapt plans in response to unforeseen problems or opportunities. In doing so, they need to balance flexibility and speedy reaction times with long-term strategic focus. It is difficult to get this balance right! When surveyed on execution challenges, 29 percent of managers said that their company reacted too slowly, while 24 percent responded that their company reacted with sufficient speed, but in doing so lost sight of their strategy. Darrell K. Rigby, Sarah Elk, and Steve Berez write about the importance of building an âagile enterprise.â Their messageâCEOs and other executives need to adopt a âhumble agile mindsetâ to effectively lead an agile enterpriseâcan be aptly applied to the type of leadership required in the current environment. The authors highlight the importance of a rapid feedback loop, such as a brief daily check-in to give and receive feedback. These sessions can be used to eliminate barriers and ensure continued progress. Shifting leadership style from commanding to coaching is another agile leadership tool. Leaders use two-way communication methods and positive language, focusing not on what canât be done but on how we can get it done. Rigby, Elk, and Berez also advise abandoning old school meeting formats in favor of âcollaborative problem-solving sessions.â These are action-oriented, beginning with a list of issues that need to be resolved, focused on constructive conflict, and ending with a decision. âSwarming sessions,â which bring together participants from multiple groups and functions impacted by a single issue, can be used as needed to facilitate rapid decisions. Many companies measure strategy execution with KPIs assessed annually or maybe quarterly. In times of crisis, consider assessing more frequently. This is even more important in a virtual work world where employees donât have the benefit of ongoing conversations that happen when people are physically together, a distance that can easily result in misalignment. A dispersed working environment can only succeed if everyone is clear on their role. What are the objectives? What work should be prioritized? How is work being divided among employees? It is important to avoid duplicative efforts. Implementing 30- or 60-day KPIs drives action and keeps people accountable and aligned. Communication around the establishment of short-term measurements should stress that these are not an effort to micromanage, but an acknowledgement of the awkward and tricky working situation. Assessing short-term goals keeps everyone on the same page and pushing forward together. As employees start to shift gradually back into the office with hybrid at-home/in-office work schedules likely in many places, short-term goals will provide transparency, visibility, and some stability. Communicate Your recovery strategy will need to include a detailed communication plan focused on all internal and external constituents. Internal communication is as important, if not more important, than external communication. In Crisis Communication Lessons from 9/11, Paul Argenti writes, âWhat I discovered is that, in a time of extreme crisis, internal communications take precedence. Before any other constructive action can take placeâwhether it's serving customers or reassuring investorsâthe morale of employees must be rebuilt." Many of the CEOs we heard from highlighted their concerns about getting communication right, particularly communication with their employees. How often? What platform? What tone? In Leadership on the Line Staying Alive Through the Dangers of Leading, co-authors Marty Linsky and Ronald Heifetz discuss the importance of âachieving a balcony perspectiveâ in structuring a communication plan. They advise stepping back from a situationâgetting on the balconyâto get âa clearer view of reality and some perspective on the bigger picture by distancing yourself from the fray.â Then, you âmust return to the dance floor...The process must be iterative, not static. The challenge is to move back and forth between the dance floor and the balcony, making interventions, observing their impact in real time, and then returning to the action.â This exercise allows leaders to assess their peopleâs mindsets and tailor their communications accordingly. Stepping onto the balcony is even more challenging in a virtual world. But CEOs can test out different messages before disseminating them widely, seeking feedback and using it to fine-tune their communications. Some leaders have opted to keep their normal employee communication sessions in place, conducting those sessions virtually. One CEO explained that he was continuing to host regular town hall meetings, weekly listening sessions, and skip-level employee lunches, all on Zoom. In these forums he asks employees about their concerns and where they would like more information. These interactive sessions allow for feedback that would not be available with one-way communication tools. After-action review Take the time to review how your organization responded to the current situation and ask, âWhat can we do better next time?â This is not about placing blame after the fact. The US military uses after-action reviews AARs to gather and record lessons to apply in the future. The Armyâs Opposing Force OPFOR is a brigade whose function is to prepare troops for combat, in part by engaging them in simulated combat. Despite the fact that they provide the trainee forces with detailed advance information on their methods, OPFOR almost always win. Part of OPFORâs secret to success is its use of after-action reviews. They begin reviews while the event is still ongoing, with multiple AAR meetings often hosted by the unitâs commander. Each meeting starts with the recitation of the rules âParticipate. No thin skins. Leave your stripes [ indications of rank and status] at the door. Take notes. Focus on our issues, not the issues of those above usâŚAbsolute candor is critical.â Meetings address four questions âWhat were our intended results? What were our actual results? What caused our results? And what will we sustain or improve?â Admittedly, the corporate world has seen less success with AARs, despite the popularity of the practice, according to Marilyn Darling, Charles Parry, and Joseph Moore in Learning in the Thick of It. In their study of more than a dozen non-military organizations, they found numerous problems with their after action review procedures, including those that were conducted so long after the event that recollections were hazy and that failed to effectively apply the lessons learned. They recommend organizations use AARs selectively given the significant amount of resources required to do them well. AARs should also focus on areas that are mission critical for the greatest payoff. They offer four fundamentals of the AAR process the learnings must be primarily for the benefit of the team involved in the AAR; the process must start at the same time as the activity being reviewed; lessons must be linked explicitly to future actions, and everyone involved must be held accountable. The midst of a pandemic may not seem like the best time for an after action review, but Darling, Parry, and Moore write that during periods of intense activity, brief daily AAR meetings can help teams coordinate and improve the next dayâs activities. AARs can be done on discrete projects like a pandemic-focused marketing campaign in order to improve response quality and long-term effectiveness. "Managers throughout the organization should understand their exposure." Following the 2007-09 recession, Harvard University conducted its own AAR and, in 2019, captured those learnings in a ârecession playbookâ with the goal of ensuring financial resilience, defined as âstewarding resources to support and maintain excellence in teaching, research, and scholarship in perpetuityâ during the next recession. The framework has four steps Managers throughout the organization should understand their exposure. What might the next economic crisis look like? How might it impact revenues under the current operating model? How might that exposure change as the organizationâs operating model evolves over time? Groups should develop a clear set of principles that can serve as a guiding force when the time comes to make tradeoffs and balance priorities. Take a strategic approach to modeling downside projections by categorizing activities and businesses into âareas to invest, areas to maintain, and areas that can be reduced or eliminated.â Identify areas where revenues can be increased and costs cut in advance of a downturn. Strengthen the organizationâs financial position proactively. Prepare for change. At some point, leaders will need to make a determination as to when and how this plan is put into action. Conclusion Inaction is not an option While the current uncertainty can be daunting for leaders of all types, it is critical not to fall back on inaction as the default position. A good starting point Ensure you are considering all available, relevant information but are not overwhelmed by information overload. Being clear about your organizationâs strategy will provide focus to information-gathering and a roadmap for decision-making. Even then, many decisions will have to be made with imperfect data. Flexibility is important. Revisit your conclusions and pivot as needed. Utilizing short-term KPIs 30-day, or so is one way of monitoring decisions and assessing performance. This is a period of continuous learning. The lessons may be unchosen and unwanted, but they can be leveraged to guide future actions. It is important not to let them go to waste. Firms should ideally emerge from this crisis sturdier, wiser, and better prepared for future crises and events. [Image iStock Photo] Other Stories In This Series How Remote Work Changes What We Think About Onboarding What Leaders Can Do to Fight the COVID Fog About the Authors Boris Groysberg is the Richard P. Chapman Professor of Business Administration at Harvard Business School. Sarah Abbott is a research associate at Harvard Business School. Share your insights below. cJyvwe.