Getting Things Done: The Art of Stress-Free Productivity pdfdrive com
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managing action; next actions ad hoc project thinking agendas applied outcome thinking archives areas of focus lists Aristotle attached notes back-of-the-envelope planning Bayne, Stephen beginning, see getting started Bergson, Henry bigger picture reviews Boulanger, Nadia brain, reticular activating system of brainstorming distributed cognition and keys to mindmapping technique of software applications for Brilliant, Ashley broken agreements with yourself, prevention of Buddha Buzan, Tony cabinets calendars future options and review of things to list on Cantor, Rosabeth Moss Chartier, Emile checklists at all levels blueprinting key areas of work and responsibility clarifying inherent projects and actions for new situations Chisolm, Brock Churchill, Winston clarity cognition, distributive Cohen, Daniel collecting gathering “incompletes” in success factors in tools for collecting your “stuff,” in-basket inventory for mind-sweep and preparations for problems in things to leave where they are time required for from various locations collection habit amount of collecting required for negative feelings and personal benefits of and preventing broken agreements with yourself relationships and organizations and traditional time management vs. commitments, see internal commitments, dealing effectively with computers next action list for computer software contact managers context Cooper, Ann McGee Cooper, James Fenimore countertops Covey, Stephen critical thinking “daily to-do” lists daily work, threefold model for evaluation of databases day-specific actions day-specific information Day-Timers decision catalysts decision-making criteria, creation of decorations deferring defining your work delegating systematic format for tracking handoff in desk drawers desktop, clearing of distributed cognition doing creating the option of and four-criteria model for choosing actions in processing “in,” questions to ask yourself in and six-level model for reviewing your own work and threefold model for evaluating daily work Drucker, Peter F. dumbing down Dumpsters efficiency Einstein, Albert electronic note-taking databases and in delegating general-reference filing and in-basket for storage of workflow from emergency scanning Emerson, Ralph Waldo empowerment energy availability equipment, office errands events, upcoming executive operational reviews fast track file folders files: reference tickler filing systems general-reference hanging files in labeling of large category one alpha system for purging and success factors for focus vertical vs. horizontal see also outcome focusing Forster, E. M. four-criteria model for choosing actions in the moment GANTT charts general-reference filing getting started implementation tricks for one-final-thing syndrome and setting aside time for setting up space for work tools and Gibbon, Edward Gleeson, Kerry goals, one-to two-year Grandview hanging files Harris, Sidney J. Hatfield, J. A. Havel, Vaclav head, emptying of high-tech collection tools Hock, Dee Hoffer, Eric “hold and review” files and piles Holmes, Oliver Wendell home actions lists Horace horizontal control or focus hoteling Hubbard, Elbert implementation tricks see also getting started “in,” see processing “in” in-baskets and last-in vs. first-in processing incompletes (open loops) incompletion triggers lists personal professional incubation someday/maybe lists for tickler files for tools for information gathering inputs Inspiration program intelligent dumbing down internal commitments, dealing effectively with basic requirements for and controlling your mind exercise for knowledge work and transformation of “stuff ” and jobs, shifting definitions of Johnson, Samuel Kekich, David Kempton, Sally Kennedy, John F. knowledge work labelers La Bruysre, Jean de Lambert, Craig large-category filing Leonardo da Vinci libraries life: big-picture view of two-problem theory of lists areas of focus next-action projects reviewing of someday/maybe three forms of to-do trigger updating of waiting-for Lotus Notes McGriffy, Michael Maltz, Maxwell managing action bottom-up approach to horizontal and vertical ways of in one’s mind vs. using objective tools as prime challenge martial arts, ready state and meetings, setting up memory, short-term memos to self Microsoft Outlook Microsoft Word “mind like water” simile mindmapping Mind Over Water (Lambert) mind-sweep moment-to-moment balancing act motivation moving forward, final tips on Mowrer, O. H. multilevel outcome management multitasking mundane, mastering the Myer, Rochelle natural planning amount of planning needed in brainstorming and example of five steps in focus and next actions and organizing and outcome clarification and power of principles and purpose and step-by-step questions for vision and next-action decisions creating option of doing by procrastination and source of technique of value of next actions calendars for lists for in planning in processing “in,” nonactionable items incubation organization of in planning projects reference of someone else trash Nordenholt, George F. notebooks notes, processing of note-taking, electronic objectives, two key office actions lists office equipment office space, setting up office supplies, see work tools one-final-thing syndrome one item at a time, processing of open loops (incompletes) options, expansion of organization, in managing workflow basics of next-action categories nonactionable items planning in of projects workflow diagram for organizers organizing of action reminders of checklists of nonactionable data of project reminders seven basic categories in workflow diagram for organizing tools outcome focusing applied outcome thinking and fast track and and mastering the mundane multilevel outcome management and natural planning and positive organizational culture and outcomes, classification of outlines, planning and Ovid pagers paper and pads paper-based files paper-based workflow, management of paper-holding trays papers, loose “parking lot” for projects Pauling, Linus pending items personal digital assistants (PDAs) personal incompletion triggers lists personal notebook planners personal projects phone calls planning choosing projects in informal real-world application of support structures for tools for typical steps in see also natural planning; project planning positive organizational culture Post-its predefined work principles, in planning priorities ABC codes for process actionable do, delegate, or defer next action no action required “Projects” lists workflow diagram for processing “in,” description of guidelines for identifying projects and next action and no action required as one-directional workflow diagram for procrastinating productive state, getting into productivity professional incompletion triggers lists professional projects project planning key ingredients of relaxed control in natural model reactive model unnatural model vertical focus and projects choice of current definition of identification of informal planning and lists for subsorting of support material for triggers for actuation of, see triggers purpose, in planning random project thinking reactive planning read/review lists ready state, of martial artists reference material organization of variety of reference systems for reference storage reference systems, two types of resources, alignment of responsibility, areas of reticular activating system reviewing of bigger picture importance of lists for right time and place for six-level model for two major issues in updating your system of weekly what and when Rogers, Will Rolodexes ruthless execution Saffo, Paul Santayana, George scanning, emergency Schwab, Charles Scientific American setting up, see getting started sharing Shaw, George Bernard short-term memory Snyder, Steven software someday/maybe items lists for special categories of staplers starting, see getting started stress “stuff ”: corralling of definition of key to management of transformation of subprojects success Suzuki, Shunryu Symantec telephone calls telephones threefold model for evaluating daily work tickler files tickling time available departing from traditional management of setting aside as work factor time-specific actions to-do lists unworkable Toffler, Alvin Tomlin, Lily top item first, processing of trash guidelines for tricks of implementation triggers lists of Twain, Mark two-minute rule unnatural planning values thinking Van Doren, Mark vertical control or focus vision: planning and three-to five-year waiting-for lists wastebasket/recycling bins weekly review why, value of thinking about Wilson, Desmond Woodruff, Julia Louis work: ambiguous boundaries of definition of knowledge shifting job definitions and six-level model for review of threefold model for evaluation of workflow, five stages of mastering collect do organize process review work space, setting up work tools basic list of writing instruments writing paper and pads Yutang, Lin “zone,” 1 I consider “work,” in its most universal sense, as meaning anything that you want or need to be different than it currently is. Many people make a distinction between “work” and “personal life,” but I don’t: to me, weeding the garden or updating my will is just as much “work” as writing this book or coaching a client. All the methods and techniques in this book are applicable across that life/work spectrum—to be effective, they need to be. 2 If, however, you were handling the celebration for your best friend’s recent triumph, the complexity and detail that might accrue in your head should warrant at least the back of an envelope! 3 You can also plan nonactionable projects and not need a next action—for example, designing your dream house. The lack of a next action by default makes it a “someday/maybe” project . . . and that’s fine for anything of that nature. 4 After hours is actually a good time to crank through a group of similar tasks that you wouldn’t normally do in the course of your typical workday, like filing a big backlog of papers, organizing photographs, surfing the Web about your upcoming vacation location, or processing expense receipts. 5 A great time to do this is Christmas Eve Day, or some similar near-holiday that falls on a workday. Most people are in “party mode” anyway, so it’s an ideal opportunity to get funky and clean house. 6 One of your extra stack baskets is ideal for this purpose. Use it temporarily during this initial processing to gather things to organize later. Afterward you can use it to hold pending work-in-progress papers and physical reminders of next actions. 7 Digital list managers (like the Palm’s) or low-tech papers in separate folders have an advantage here over lists on paper because they let you easily move an item from one category to another as the action changes, without your having to rewrite anything. 8 This approach can be dangerous, however, if you don’t put those “Bills to Pay” or “Receipts to Process” in front of your face as consistently as you should. Just having them “organized” isn’t sufficient to get them off your mind—you’ve also got to review them appropriately. 9 Microsoft Outlook allows users to copy or move e-mails into its “Tasks” context, which, if organized according to my recommended categories, could work equally well. 10 Many Lotus Notes users don’t even realize they can do this, but in fact it’s one of the program’s most powerful features. If you have Notes, check with your resident IT resource person and have him or her request system permission and show you how. 11 If you’re using a group-accessible calendar, you must maintain discretion about these kinds of triggers. Digital calendars usually have “private” categorization functions you can use for entries you don’t necessarily want everyone to see. 12 Also referred to as a “suspense,” “bring forward,” or “follow-up” file. 13 There are various ways to give it all up. You can ignore the physical world and its realities and trust in the universe. I did that, and it was a powerful experience. And one I wouldn’t wish on anyone. Surrendering to your inner awareness, however, and its intelligence and practicality in the worlds you live in, is the higher ground. Trusting yourself and the source of your intelligence is a more elegant version of freedom and personal productivity. 14 It has been a popular concept in the self-help world that focusing on your values will simplify your life. I contend the opposite: the overwhelming amount of things that people have to do comes from their values. Values are critical elements for meaning and direction. But don’t kid yourself—the more you focus on them, the more things you’re likely to feel responsible for taking on. Your values may make it easier for you to make decisions, but don’t think they’ll make things any simpler. 15 Of course, the people who are most attracted to implementing Getting Things Done are usually already on a self-development track and don’t assume that they’ll be doing the same thing a year from now that they’re doing now, anyway. But they love the fact that this method gets them there faster and more easily. Document Outline
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