GETTING THINGS DONEBy David Allen

A Narrative Summary

PRESENTED BY

Abhinav Aditya Arun

Dipak Niharika

WHY IS STRESS LEVEL RISING?

1. Work no longer has any clear boundaries

2. Our lives and our jobs are constantly changing

3. Old time management techniques do not accommodate the rigors of the modern day workplace

4. Too many day-to-day, hour-to-hour commitments distract us from the primary focus

What must this system do?

• Couple big picture thinking with the smallest of open details

• Manage multiple tiers of priorities

• Maintain control over hundreds of new inputs daily

• Save more time than time spent in maintenance

The system should make it easier to “GET THINGS DONE”

You must be shapeless, formless, like water. When you pour water in a cup, it becomes the cup. When you pour water in a bottle, it becomes the bottle. When you pour water in a teapot, it becomes the teapot. Water can drip and it can crash. Become like water my friend.

Bruce Lee

Basics for managing commitments

• Capture all open loops in a system outside your mind

• Clarify your commitment and what tasks you must do

• Keep reminders and review each task in a trustworthy system

TWO BASIC COMPONENTS OF GTD

Defining what “DONE” is

-THE OUTCOME-Defining what “DOING” is

-THE ACTION-

#1 #2

HENCE A BOTTOM-UP APPROACH IS MORE EFFECTIVE

Your mind is a focusing tool, not a storage space

5 stages of Getting Something Done

• CAPTURE what has our attention

• CLARIFY what each item means

• ORGANIZE the results

• REFLECT on our options

• ENGAGE with the best suitable option

5 stages of handling a messy kitchen

• Identify the stuff that doesn’t belong where it is

• Determine what to keep and what to throw away

• Put things where they need to go

• Check your recipe book, along with ingredients and utensils

• Select a recipe and start cooking

The biggest reason people are unable to stay organized is that they try to attempt all the 5 stages at

once

Physical In-Tray

Writing Paper and Pads

Digital and Voice Note taking

E-mail and Texting

Technology integration

Tools for capture

Get it all out of your head

Minimize Capture locations

Empty Capture tools regularly

Capturing incompletes

For actionable items….

• List all your projects

• Collect and categorize reference material

• Enter calendar reminders for things happening on a specific day

• Prepare a “Next Actions” list for all deferred items

…then group the non-actionable ones

• Get rid of the “trash”

• Incubated items fall into two categories:

1. Someday/Maybe- Projects not to be done now but later

2. Tickler system – Projects that need to be done at a specific point in future

• File reference material categorically

1. Calendar

2. Next Action Lists

3. Projects Lists

4. Waiting for lists

5. Someday/Maybe Lists

Priority of pending tasks

Process all your “stuff”

Review your systems

Update your lists

Get clear, current and complete

Review your lists

THE FOUR CRITERIA MODEL

• Identify the context in which the task must be done

• Calculate the time available to you

• Calculate the energy available to you

• Engage with tasks on priority basis

This model helps you choose actions in the moment

THE THREEFOLD MODEL

• Doing pre-defined work

• Doing work as it shows up

• Defining your work

This model helps identify daily tasks

SIX LEVEL MODEL

• Ground level : Current actions

• Horizon 1: Current projects

• Horizon 2: Areas of focus and accountabilities

• Horizon 3: Goals

• Horizon 4: Vision

• Horizon 5: Purpose and Principles

This model helps you determine priorities

Key ingredients of relaxed control

• Clearly defined outcomes and the next actions required to move them towards closure

• Reminders placed in a trusted system reviewed regularly

This is known as horizontal focus

Sometimes, you need greater rigor and focus to get a project or situation under control, to identify a solution or to ensure

that all the right steps have been determined.

This is where vertical focus comes into play

THE NATURAL PLANNING MODEL

1. Defining your purpose and principles

2. Outcome visioning

3. Brainstorming

4. Organizing

5. Identifying next actions

The unnatural planning model

This is attempting to come up with a good idea before defining your purpose, creating a vision and collecting lots of initial bad

ideas

This is likely to lead to creative constipation

The Reactive Planning model

This is resisting planning meetings, presentations and strategic operations till the last minute

As MBA students…we are all too familiar with this

Let us delve a little deeper into the five phases of the natural planning model

01 Defining purpose & principles

Purpose provides the juice and

the direction while principles

define the parameters of action

and the criteria for excellence

of conduct

02 Outcome Visioning

When we focus on something it

generates ideas and thought

patterns that were otherwise

not possible

Something extraordinary

happens in our minds when we

create and focus a clear

picture of what we want

03 Brainstorming

Always write down or capture

these ideas in an external way.

This helps boost productive

output and thinking

External brainstorming not

only helps capture original

ideas but helps generate new

ones as well

Look I’m going to give you as many ideas as you feel you can effectively use. If you are

not collecting them in some trusted way, I wont give you that many. But if you are

actually doing something with the ideas- even if it’s just recording them for later

evaluation- then here, have a bunch! And oh wow! That reminds me of another one and

another…

Sincerely

Your Brain

04 Organizing

• Identify significant pieces

• Sort by sequences/priorities

• Detail to the required

degree

05 Identifying next actions

• Decide on the next actions

for each of the “moving

parts”

• Decide on the next action in

the planning process (if any)

If you need more clarity at any stage,

shift your thinking up the scale

If more action is needed at any stage,

move down the model

Navigating the model

Setting aside the time

Create a block of time to organize everything

Reduces resistance to work

Implement the entire process in two days

Useful for your productivity and mental health

Avoid interruptions

Get to ground zero in one contained time period

Set aside two consecutive days to get started, preferably weekends

Setting up the space

Writing Surface Room for an in-basketPhone ComputerStacking trays File drawersPaper Other essential equipmentN

eces

siti

es

Choose a physical location to serve as a ‘CENTRAL COCKPIT OF CONTROL’

• Set up space at workplace, home and in transit that are identical

• Don’t share your space

• If you travel frequently, make a portable version of the basic files and supplies

• If you work outside, make satellite control centers at home and work

Still from DaviD allen’S DeSk

Tools

Basic Processing Tools

3 paper holding trays

Stack of letter size paper

Pen/Pencil

Paper clips

Binder clips

Stapler

Staples

Scotch tape

Rubber bands

Automatic labeler

File folders

Calendar

Wastebasket

Recycling bin

A-Z filing system

FILING SYSTEM

Filing system need to be at 'hand distance' from workplace

Only one filing system

The question: 'where could item be?' should not have more than 2-3 possible answers (every possible item should have as few likely places as possible)

Filing an item should be quick (<< 1 minute)

Purge the filing system periodically (once a year)

Collection: Corralling your Stuff

PHYSICAL CORRALLING

Gather all things before ‘proceSSing’ anD ‘organizing’- paperwork, buSineSS carDS, noteS …

Transform all items into discrete items of work

Transform into a physical form that can be put in a basket or work stack

Label the item on a piece of paper and put it on the work stack

Mental Corralling

mental ‘minD Sweep’ to detect

anything in ‘pSychic ram’

• Don’t worry anD focuS on quantity• Don’t leave itemS in the ‘in box’ for

too long

Focus on the Next Action required to move forward

Big projects have many steps.

Just focus on the very next physical action you need to do to move the project forward

The key is not to focus on everything that has to be done

(that’S a great way to freak yourSelf out)

It may be looking up a piece of information, making a phone call, or accomplishing the smallest of the task.

whatever it iS, it’ll move you cloSer to completing the project.

Focus only on what you can do right now.

After collecting everything, you need to process it.

You should:

• traSh what you Don’t neeD.

• Complete any less-than 2 minute actions.

• Delegate Stuff you can’t complete to otherS.

• Sort into your own organizing system reminders for actions that will take more than two minutes.

• Identify any larger commitments, or projects, that you have.

• Identify things to save for later and use as reference material only.

How to do it ??

Here are the rules of processing:

• Process one item at a time• If it takes less than two

minutes, do it now• Never put anything back

into 'in'

For every item, one of the following must be done:

Identify the next action to be done

The action must be the absolute next physical thing to do

No next action? Then: trash, incubate or file it in your 'reference system'

Once the action has been decided, do one of the following

Do it

(if requires less than 2 minutes)

Delegate itDefer it (do it later, schedule when & put it in a trusted calendar system)

The Reference System

Having a good reference system is crucial

Need to be within arm's reach

Needs to be quick to file an item (<< 60 seconds) and to find an item

IncubatePut into a calendar that will remind to do the item when appropriate.

Can also use a 'someday/maybe' list if there is no specific time to start the task

Misc Tips• Learn to touch type• Learn keyboard

shortcuts to your programs

Allen identifies 7 basic categories of things you have processed and will want to keep track of:

A projects list

Project support material

Calendared actions

Next actions

A “waiting for” list

Reference materials

Someday/Maybe list

The obvious danger in setting a lot of separate

buckets is not review them often enough

(which obviously needs to be done in order for

the system to work)

• List of the ongoing projects.

• Unlike other lists, it may be OK to review only once a week.

• When concrete steps need to be taken in order to progress, the steps should be copied to the 'next actions list'.

• The projects can be organized in different sections

• (ex: personal, professional).

Project List

• Resources to support project's actions.

• Do not use as reminders (use 'next actions', calendar or 'waiting for' instead)

Project Support Materials

Calendar

• Things to be reminded of in the future

(such as events, deadlines and periodic reminders)

• Putting an item in the calendar does not mean

it has to be done;

It is just that attention must be brought on the item at a specific time.

• Organized by context

(at home, at work, errands, in person meeting, with boss)

• Keep a 'read/review' list, need to have useful things

to read at hand whenever there is a little bit of free time

Next Actions List

• Next actions that are waiting for a trigger

(ex: waiting for someone else to complete something)

• If there is a known date put in calendar instead

Waiting For

• Items that have no action required

• If an action is required, it belongs in an 'action' list

that will be reviewed frequently

It means that it contain important information

Reference Material

• Items that do not need to be done now,

They do not have a specific deadline in the future

(if they do, they belong on the Calendar)

but would be nice to get around to do at some point

Someday/Maybes

Enable brain to be free to experience more elegant, productive and creative activity

TO EARN FREEDOM

Brain must engage with all commitment and activities consistently

THINK• are YOU doing what you

need to be doing

or

• If its okay to be not doing what you are not doing

promotes

Clarity & Stability

WHAT TO

AT & WHEN ?

WHAT TO

AT & WHEN ?

Look at your Calendar First

• Frequently review, if you are maintain

one

• Helps in assessing what has to get done

• Know time & space parameter

when you are free, what engagements

you already have, how much time you

can find to carry your activities

Then your

list• Review action list

• Decide on all the possible actions you could

possibly do in your current context

• Eg. If you are in office – look at your list of

emails, calls & in office things

If TRUSTWORHTY If CURRENT

Only things you need to refer to

The right review in the Right Context

• May need home list for home related issues

• Agenda and project lists for office related activities

You may need access to anyone of your list at any time

Your

system

Power of • Capturing,

reevaluation and

reprocessing time to

keep you in balance

• Sharpen the focus on

your important tasks

• Get Clear

• Get current

• Get creative

Get

Gather all loose ends that have generated in the course of busy week

• Collect Loose papers &

materials : putting everything

together

• get “in” to empty : Process the

accumulated stuff through the

week and purge what is not

needed

• Empty Your head : put into

writing (new projects, action

itemS or anything you haven’t

yet captured and clarifies)

Get

current

• review “next actionS” liSt – Mark off completed

tasks, review for actions on yet to be completed

task

• Review previous calendar data – calendar

entries for remaining or emergent actions &

transfer the data into active system

• Review Upcoming calendar – capture the actions

required for upcoming events

• review “ waiting for” liSt – update on follow ups

• review “projectS” liSt – evaluate the status of

projects

• Review any relevant checklists

Get Creative• If your mind is free,

it would be more creative

• it’S a natural process which is an outcome of getting clear and current

For

Review

Time – Last workday

Events are still fresh

for post mortem

Clear your mental

deck – so you can into

week totally fresh

Place – Isolated

from the people

and interactions of

the day

Review

• For larger outcomes, long term goals, the visions and

principles that ultimately drive, test and prioritize

your decisions

• Review them at appropriate intervals

• Have your vision, values and objectives in right place

Engaging: Making the Best Action

Choices

The four-criteria

model for choosing

actions in the moment

The threefold model for

evaluating daily work

The six-level model for reviewing your own

work

The four-criteria model for choosing actions in the moment

Organize your action reminders by

Prevent unnecessary reassessments about what to do

Appropriate context forces you to make all-important determination about the next physical action on your stuff

Time Available

• How much time you have before you have at hand to do something else

if you have 10 minutes before the next meeting, find a 10-minute thing to do

• utilize the little “weirD time” windows that occur throughout the day to get shorter actions done in most productive way

Energy available

• Keep an inventory of things that need to be done that require very little mental or creative horse-power

• One of the best ways to increase your energy is to close some of your loops

Priority

It is impossible to feel good about your choices unless you are clear about what your work really is

The threefold model for evaluating daily work

Doing predefined work

Doing work as it shows up

Defining your work

3 types of

People may blame their stress and lowered effectiveness on SurpriSeS when it’S really their lack of defining their work.

one’S ability to Deal with surprise a competitive edge.

The six-level model for reviewing your own work

The Six-Level Model for Reviewing Your Own Work is presented in terms of altitude:

• Horizon 5: Life

• Horizon 4 : Three- to five-year visions

• Horizon 3 : One-to two-year goals

• Horizon 2: Areas of responsibility

• Horizon 1 : Current projects

• Ground: Current actions

Each of these levels should enhance and align with the levels above it

• Priorities are driven from the top

• However, without a sense of control over current projects and actions, trying to manage oneself from the top down can create frustration. start at the bottom level, first ensuring all action lists are complete, and then working up the model

Getting

under Control

Projects need a Dedicated space in which planning can be done

importance of being diligent on ongoing projects, particularly in terms of figuring out what comes next

Typical Planning Steps

• Brainstorming

• Organizing

• Setting up meetings

• Gathering Information

Tools• lower your mental load, write down ideas

as they occur

• Make sure everything can be put in a

project or next action list

• Always keep something you can jot down

ideas

- prevent good ideas from being lost

- free up your mind from the stress of

forgetting something

• Writing instrument

- Paper and pads, easels and whiteboard,

digital tools

• Accessible formats in which project thinking can be captured

• File

• Digital

• Software

The support structure

•Get comfortable with having and using your ideas

•Focus energy constructively

The Power of the Key Priniciple

Chapter – 11th 12th & 13th

The Power of Capturing

• When you receive, process, and organize in

an airtight manner the exchanges and

agreement you have with others, people

start trusting you in an unique manner

• enhances your mental well being

• Improves the quality of your

communications & relationship

• When organization put this in practice, it

can Significantly improve culture’S

productivity and reduce its stress

Personal

• Identify the Source of negative feelings

• Get rid of the feeling by acting on source

• Experience the release, or relief, or control

Source of Negative Feeling

Eg. You were suppose to meet someone at 4pm on Thursday & they never show up

leads to disintegration of trust in the relationship – an automatic negative consequence

Ever Had this FEELING ?

DO YOU KNOW THE SOURCE?

BROKEN AGREEMENT with yourself

Promise you made to yourself for completing the work by certain

time AND you DiDn’t!!

WELCOME

How TO PREVENT BROKEN AGREEMENT

1. Don’t make the agreement2. Complete the Agreement3. Renegotiate the Agreement

Don’t make the Agreement

COMPLETE the Agreement

Renegotiate the Agreement

Have a Capture Habit • Scan through your mind

• Download everything

• Process eliminates the leakage of information

• Make agreement

• Abide by your agreement

• Provides Communication clarity & promotes trust

• Leads to less interruptions

• Stress free work

The Power of Next Decision

ADOPT ACTION FOR

EVERY QUERY

• Leads to automatic increase in energy, productivity, clarity, and focus

• Improves peace of mind

Creating an option oF

• Look through your list

• aSk yourSelf “what’S the next action”

• Few seconds of focused thinking would give you the answer

• Refine your answer for the next step that would help you solve the issue

• EXAMPLE Tune up for the car – car to garage – find WHETHER garage can fix it – need to call garage – need phone no. – search for garage no.

• Search for garage’S no – Next action

• Since you have your NEXT ACTION THINKING done,

NOW ACT

The Value of Next Action Decision Making Standard

Next action question forces

The Power of Outcome Focusing

you can’t Define the right

until you know the

you are after

REMEMBER• What does this mean to me

?• What do I want to be true

about it ?• what’S the next Step

require to make the happen?

• We need to answer these questions about everything

GTD provides tools to answer them effectively

STEPS TO FOCUS

1. IDENTIFY THE DESIRED

OUTCOME

2.

(1) you know what you want, and youDon’t know how to get it;

(2) “you Don’t know what you want”

What if you have no idea what you want?

• START LOOKING FOR THE ANSWER• SPEND SOME TIME REFLECTING AND

IDENTIFYING YOUR GOALS

GET IT ?

Start breaking the big thing into smaller bites & PROCEED

You know what you wantBUT YOU DON’T KNOW

• There are mundane steps while working towards the goal

• Remember • How those mundane task will help you accomplish

your big goal• Appreciate them

To accomplish something

big like , you have to

revel in the

CHAPTER 14TH & 15TH

GTD AND POSITIVE PSYCHOLOGY

GTD is more than just a way to

manage tasks and projects

It is more concerned with

fundamental issues of

meaningful work, mindful living,

and psychological well being

DISTRIBUTED COGNITION

It provides the methodology for

identifying those things that need

focused attention, applying it

efficiently on the front end and

organizing the triggers for

appropriate thinking at the right

time.

RELIEVING THE COGNITIVE LOAD OF INCOMPLETIONSIn alignment with GTD practices,

Dr. Roy Baumister has proven

that completion of unfinished

items- goals, projects, etc. is not

required to relieve the burden

on the psyche. What is needed is a

trusted plan that would ensure

the occurrence of forward

engagement

FLOW THEORY

GTD approach includes having clear goals and receiving feedbacks in

alignment with the flow theory

Self Leadership Theory

GTD connects with all three types of self

leadership

• Behavior-focused

• Natural Reward

• Constructive thought pattern

Psychological Capital

GTD helps in achieving

• Self efficacy

• Optimism

• Hope

• Resilience

IN A NUTSHELL