Getting Things Done Final Submission Group 7

Getting Things Done

the art of stress free productivity

From the New York Times bestselling author

David Allen

Chapter 1 – A new practice for

a new reality

Group 7 3

Stay focused at all times

You are fully available!! And you are on!

To have an overwhelming number of things to doStill function productively with a clear headAnd positive sense of control

Best way to be fully present & engagedYour attention is completely at your command

What you are doing is exactly what has to be done nowForget about your whole spectrum of commitments and interest

Productive work is possible

A great way to live and work

EffortProductiv

ity

Group 7 4

Lack of edges- Ever-changing world

Work no longer has clear

boundaries

Almost everything could be done

better

More work, new demands,

less resources

Jobs and lives keep changing very frequently

Most of us have, in the past seventy-two hours, received more change-producing, project-creating, and priority-shifting inputs than our parents did in a month, may be even in a year

Group 7 5

Existing gaps in task management

The old models and habits are insufficient

Too much distraction with ever changing & increasing commitments every day

Ineffective personal organization systems

An overwhelming number of things to do

Less clarity on what to focus on now!!!

Group 7 6

The mind like water state

Clear mental space

No pull or push on anything

100% attention

Stay relaxed

Minimum effort & max productivity

Your ability to generate power is directly proportional to your ability to relaxClearing the mind to being open and appropriately responsive is the key

Key for a mind like water state

Sense of being in control

To get into ‘Productive State’

Not stressed out

Highly focused in what you are doing

Woudnt realize that time is passing by

Noticeable progress towards meaningful outcome

Group 7 7

How to manage commitments?

Write down the problem that is most on your mind at the

moment

Read an email about a new pressing issue in your department

Describe in a single sentence

the intended successful

outcome to that problem

Resolve the problem with a meeting

Very next physical action to

move the situation forward

Write an email?Call or text someone?Talk about it face-to face?

Chapter 2 – Getting control

of your life

Group 7 9

Horizontal management: Five steps

Capture Clarify Organize Reflect Engage

Group 7 10

The capture tools

Physical-in-tray

Paper-based note-taking devices

Digital/audio note-taking devices

E-mail & text messaging

Get it all out of your headMinimize the number of capture locationsEmpty the capture tools regularly

Success factors for capturing

Group 7 11

Clarify: Basis of organization

Many of the items that tend to leak out of personal organizing systems are amorphous formsDo we actually need to do something about them?Piles of messages which doesn’t warrant any action

What is it?

Many of the items that tend to leak out of personal organizing systems are amorphous formsDo we actually need to do something about them?Piles of messages which doesn’t warrant any action

Is it actionable?

No: No action requiredYes: If it’s about a projectDo it, Delegate it; Defer it

Yes or No?

Group 7 12

Workflow Diagram: Organizing

“Stuff”

In basket

What is it?

Is it actionable?

YesWhat is the next

action?

no

TrashSome day/

May beReferenc

e

Will it take less than 2 minutes?

Projects(Planning)

Project plans

Review for actions)

Yes

no

Delegate it

Defer it

Do it!!!!

Group 7 13

What to review when?

• Projects list• Calendar• Next action lists• Waiting for lists

Personal organization system

• Gather and process all your stuff• Update your lists• Get clean, clear, current & complete

The weekly review

Group 7 14

3 models of making action choices

The four criteria model for

choosing actions in the moment

• Context• Time Available• Energy available• Priority

The threefold model of

identifying daily work

• Doing predefined work

• Doing work as it shows up

• Defining your work

The six level model of

reviewing your own work

• Ground- Current action

• Current projects• Area of focus and

accountabilities• Goals• Vision• Purpose and

principles

Chapter 3 – Getting projects carefully under

way

Group 7 16

Enhancing vertical focus

‘You have got to think about the big things while you’re doing small things, so that all the small things go in the right direction’

- Arvin Toffler

For a greater rigor and focus

Clearly defined outcomes (projects) and next actions required to move them toward closure

Reminder placed in trusted system that is reviewed regularly

Key ingredients for relaxed control

Group 7 17

The natural planning model

Defining purpose and principles

Outcome visioning

Brainstorming

Organizing

Identifying next actions

Group 7 18

Natural planning techniques

The value of thinking about why

It defines success

It creates decision making criteria

It aligns resources

It motivates

It clarifies focus

It expands options

You always need to make it up in your mind before you can make it happen in your life

Clarifying outcomes

Group 7 19

Brainstorming

Brain storming

Don’t judge; Challenge, evaluate,

or criticize

Go for quantity, not quality

Put analysis and organization in

background

Capturing your ideas

Distributed cognition

Group 7 20

The basics of organizing

Identify the

significant pieces

Detail to the

required degree

Basics of organizing

Sort by • Compone

nts• Sequenc

es• Priorities

Chapter 4 – Getting started: Setting up time,

space & tools

Group 7 22

Getting Started : Setting up the time, space and the tools

The big secret to efficient creative and productive thinking and actions is to put the right things your focus at the right time.

The most efficient way of managing a workflow is about laying out the gear and practicing the moves so that the requisite thinking happens more automatically and it’s a lot easier to get engaged in the game

As you get started down the GTD path, it is information and suggestions you will very likely want to revisit at some point to glean a new level of application

Group 7 23

Setting aside the time

Create a block of time to prepare a workstation at homeReduces resistance to work

The ideal time frame to implement the entire process is two daysWorth the time in terms of your productivity and mental health

Avoid interruptions as it can double the time takenGetting to ground zero in one contained time period

Group 7 24

Setting up the space

Choose a physical location to serve as your central cockpit of control

The basics for a workspace – writing surface, in tray and space for core digital tools

Space for a phone, a computer, stacking trays, working file drawers, reference shelves

A functional workspace is critical Essential to have a dedicated,

individual and self contained workspace – at home, at work and even at transit.

Everyone must have a physical locus of control from which to deal with everything else.

Essentials

The critical factor

Group 7 25

An office space in transitDon’t share space with

spouse

The combination of a good processing style and the right

tools can make travelling a highly leveraged way to increase productivity

It is imperative to have your own workspace – or at least

your own in tray and a place to process paper and physical

material

Group 7 26

Basic processing tools

Group 7 27

Critical factor of filing system

The lack of a general reference system can be one of the greatest obstacles to implementing a personal management system

You will resist the whole process of capturing information if your reference systems are not fast, functional and fun

Unprocessed unorganized material produces a block in the flow part of the workflow

Group 7 28

Success factors for filing

Keep your general reference files immediately at hand

Use a A-Z alphabetical physical filing system for general reference files

Make it easy to create a new folder – to ensure supply within reach

Make sure you have plenty of space for easy storage

Label your file folders with an auto labeler

Purge your files at least once a year

Chapter 5 – Capturing:

Corralling your “Stuff”

Group 7 30

Capturing : Corralling your stuff

Search your physical environment for anything that doesn’t permanently belong where it is and the way it is..

Gather the things that are incomplete, things that have some decision about potential action tied to them.

They all go into in, so that they’ll be available for further processing.

Physical Gathering

Group 7 31

What stays where it is !

Decorations

Equipment

Reference materials

Group 7 32

Issues of capturing

What if an item is too big to go in the in-tray

Write a note on a paper representing it and put it in the in-tray

What if the pile is too big to fit into the in-tray

Create stacks around or even in the floor below it

Instant Dumping

When it is evident that something is trash, go ahead and toss it

Be careful of the purge and organize bug

Break it down into smaller chunks and capture them as little actions.

I cant lose that thing

Create an emergency stack close at hand

Group 7 33

Start the search !

Start looking for necessary material all around – desktops, laptops, desk drawers, countertops, inside the cabinets, floors ,walls , shelves, equipment , furniture and all the other locations.

Chapter 6 – Clarifying:

Getting “In” to Empty

Group 7 35

Processing guidelines

Basic rules to follow :Process the top item firstProcess one item at a timeNever put anything back into in

The key processing question is “ What is the next action ? “It is likely that a portion of your in tray will require no action.

There will be 3 types of things in this category Trash Items to incubate Reference material

Group 7 36

And if there is an action, what is it?

The action step needs to be the absolute next physical thing to do

• Once you decide what the action step is

• Do it ( if the action takes less than two minutes )

• Delegate it ( if you are not the most appropriate person to do the action )

• Defer it into your organization system as an option for work to do later

Chapter 7 – Organizing:

Setting Up the Right Buckets

Organizing: Setting Up the Right Buckets

After Post processing

Need to Organize the output

Workflow Diagram


Projects list

Project Support Material

Calendared Actions and Information

Reference

Someday/Maybe

• Keep categories distinct from each other• No need

to prioritize the lists

Organize the output

Next Actions

Waiting for


Calendar

Include • Actions that need to be done on specific day or

time• Triggers for activating projects • Events to participate in • Decision Catalysts

Next Actions

Organize by context like:• Calls• Errands• At home

Waiting for

• Review enough to determine need for any action

Read and Review

• Items in this list along with emails that require actions are reminders themselves

• Pull emails requiring action into a separate folder in one’s email system


Projects

• Provides single place to review all projects for needed actions

• Subdivide projects by categories like Personal/Professional

• Identify subprojects • Just need to know what projects are there and find

associated reminders

Project Support

Materials

• Do not use them as reminders• Develop Adhoc project thinking where ideas are

triggered and they are captured

Non-actionabl

e data

• Includes reference material and “Someday/Maybe” types

• As important as managing action and project reminders

• Reference systems include general reference, large category, rolodexes, contact managers, libraries and archives

• Do not call “Hold and Review” as part of “Someday/Maybe” list

• Trigger ideas not ready for action on calendar


way

Reviewing: Keeping your system functional

How to keep the system working?

By trusting the system


How to continue trust of the system

Keeping system up-to-date by regular reviews

Decide what to look at and when

Priority in frequency of review

1. Daily calendar2. Next action lists


Review process

Daily Calendar

Action Lists

Weekly Review

What does the review process consist of?


Weekly Review

ObjectiveIncludes whatever is needed to empty your

head

Method

Time and Venue

Five phases of workflow management

Block out 2 hours (Friday is preferred)

What does the weekly review process consist of?


way

Doing: Making the Best Action Choices

How to decide what to do at a particular

point of time?

3 models to decide

Four Criteria Model for

Choosing actions at the moment

Threefold model for Evaluating

Daily Work

Six Level Model for Reviewing

Your Own Work


How to decide what to do at a particular

point of time?


Four Criteria Model for Choosing Actions at the moment

4 Factors to decide what to do

at any moment

Understand the

context

Check time

available

Energy Available

Priority to make

decisions


Threefold model for Evaluating Daily Work

Types of work that can be done

Doing work as it shows

up

Doing predefined

work

Defining one’s work

Doing work as it shows up makes sense only if one knows

what he is not doing

Dealing with Surprises of getting sudden work is a competitive advantage


Six Level Model for Reviewing Your Own Work

50,000 ft : Life

40,000 ft : Three to Five year visions

30,000 ft : One to two year goals

20,000 ft : Areas of responsibility

10,000 ft : Current ProjectsRunway : Current Actions


Six Level Model for Reviewing Your Own Work

Align each level with level above

Drive Priorities from top

Start project with bottom level and work up as a sense of control over bottom list is

important to avoid frustration

Chapter 10 – Getting Projects Under Control

The REAL NEED is to capture and utilize more of the creative, proactive thinking we do—

or could do.

The Need for More Informal Planning

Virtually all of us could be doing more planning, more informally and more often, about our projects and our lives.

If we did, it would relieve a lot of pressure on our psyches and produce an enormous amount of creative output with minimal effort.

Those that still have your attentioneven after you've determined their next actions

Which projects should you be planning?

Those about which potentially useful ideas and supportive detail just show up.

1

2

BRAINSTORMING ORGANIZING

SETTING UP MEETINGS GATHERING INFORMATION.

Projects That Need Next Actions About Planning

4

1

3

2

Writing Instruments

Paper and Pads Easels and WhiteboardsThe Computer

The Support Structures

Create File Folders or Loose-Leaf Pages as Needed

Software Tools Attaching Digital Notes

Tools and structures that support project thinking

Take those few of your projects that you have the most attention on or interest in right now and do some thinking and collecting and organizing on them

Focus on each one, one at a time, top to bottom.Ask yourself, "What about this do I want to know, capture, or remember?"

You may just want to mind-map some thoughts on a piece of paper, make a file, and toss the paper into it.

How Do I Apply All This in My World?

Chapter 11 – The power of

Collection Habit

“When people with whom you interact notice that without fail you receive, process, and organize in

an airtight manner the exchanges and agreements they have with you, they begin to trust you in a

unique way”

Do people trust you?

When you understand the source of your negative feelings about all your stuff

The personal benefit

You'll discover, the way to get rid of them.

And if you experienced any positive feelings you actually began the process of eliminating the negativity yourself.

Your negative feelings are simply the result of breaking the

agreements you have made— they're the symptoms of disintegrated selftrust.

How Do You Prevent Broken Agreements with Yourself?

The source of the negative feelings

Don't make the

agreement

Complete the

agreement

Renegotiate the

agreement

CAPTURE, OBJECTIFY, AND REVIEW regularly in full conscious awareness so that you can put

your work where it belongs in your self-management arena

BUT How Much Collection Is Required?

Doing the collection process as fully as you can, and then incorporating the behavior of capturing all the new things as they

emerge, will be empowering and productive.

The Radical Departure from Traditional Time Management

Once you've achieved that, you'll hardly think about whether people are dropping the ball anymore-—there will be much biggerthings to occupy your attention

When Relationships and Organizations Have the Collection Habit

Chapter 12 – The power of Next-Action Decision

Defining what real doing looks like, on the most basic level, and organizing placeholder remindersthat we can trust, are master keys to productivity enhancement.

Creating the option of Doing

Why Bright people Procrastinate the most

Bright people havethe capability offreaking out fasterand moredramatically thananyone else.

The Value of a Next-Action Decision-Making Standard`

CLARITY ACCOUNTABILITY

PRODUCTIVITY EMPOWERMENT

Chapter 13 – The Power of Outcome Focusing

Group 7 71

The Significance of Applied Outcome Thinking

• Deciding specific projects and next actions that address real quality of life issues is productivity at its best

Group 7 72

The Magic of Mastering the Mundane

• The challenge is to marry high level idealistic focus to the mundane activity of life. In the end they require the same thinking.

Group 7 73

The Power of Natural Planning

• Provides an integrated, flexible, aligned way to think through any situation.• Natural Planning

produces relaxed, focussed control in more specific areas than the basic 5 step process

Group 7 74

Shifting to a Positive Organisational Culture

Chapter 14 – GTD and Cognitive

Science

Group 7 76

GTD and Positive Psychology

• Positive psychology includes happiness, psychological wellbeing, flow/optimal experience, meaning, passion, value, character, virtue etc

• GTD is concerned with meaningful work, mindful living, psychological well-being

Group 7 77

Distributed Cognition: The Value of An External Mind

Your Mind is for having Ideas not for Holding them

Group 7 78

Flow Theory

• You can only put your conscious attention on one thing at a time. If that’s all that has your attention , you are in a flow

Group 7 79

Self Leadership Theory

Behaviour Focussed

Natural Reward

Constructive Thought Pattern

Group 7 80

Goal Striving/ Attainment Via Implementation Intentions

• The best way to ensure goal striving is to create a cause effect link in your mind about when certain goal relevant actions will be taken.

Group 7 81

Psychological Capital

Self efficacy Optimism

Hope Resilience

Chapter 15 – The Path of GTD

Mastery

Group 7 83

The 3 Tiers of Mastery

Employing the fundamentals of managing workflow

Implementing a more elevated and integrated total life management

system

Leveraging skills to create clear space and getting things done for an ever-

expansive expression and manifestation

Group 7 84

I know it All !!

Group 7 85

This presentation is part of an assignment for a Marketing Course - Personal Branding – taught by Prof.

Sameer Mathur at IIM Lucknow

Aug 2015

Getting Things Done Final Submission Group 7

Business

Transcript of Getting Things Done Final Submission Group 7