Getting Things Done Final Submission Group 7
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Transcript of Getting Things Done Final Submission Group 7
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Getting Things Done
the art of stress free productivity
From the New York Times bestselling author
David Allen
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Chapter 1 – A new practice for
a new reality
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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
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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
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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!!!
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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
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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?
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Chapter 2 – Getting control
of your life
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Horizontal management: Five steps
Capture Clarify Organize Reflect Engage
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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
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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?
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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!!!!
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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
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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
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Chapter 3 – Getting projects carefully under
way
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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
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The natural planning model
Defining purpose and principles
Outcome visioning
Brainstorming
Organizing
Identifying next actions
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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
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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
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The basics of organizing
Identify the
significant pieces
Detail to the
required degree
Basics of organizing
Sort by • Compone
nts• Sequenc
es• Priorities
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Chapter 4 – Getting started: Setting up time,
space & tools
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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
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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
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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
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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
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Basic processing tools
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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
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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
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Chapter 5 – Capturing:
Corralling your “Stuff”
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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
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What stays where it is !
Decorations
Equipment
Reference materials
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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
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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.
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Chapter 6 – Clarifying:
Getting “In” to Empty
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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
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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
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Chapter 7 – Organizing:
Setting Up the Right Buckets
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Organizing: Setting Up the Right Buckets
After Post processing
Need to Organize the output
Workflow Diagram
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Organizing: Setting Up the Right Buckets
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
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Organizing: Setting Up the Right Buckets
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
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Organizing: Setting Up the Right Buckets
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
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Chapter 8 – Getting projects carefully under
way
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Reviewing: Keeping your system functional
How to keep the system working?
By trusting the system
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Reviewing: Keeping your system functional
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
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Reviewing: Keeping your system functional
Review process
Daily Calendar
Action Lists
Weekly Review
What does the review process consist of?
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Reviewing: Keeping your system functional
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?
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Chapter 9 – Getting projects carefully under
way
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Doing: Making the Best Action Choices
How to decide what to do at a particular
point of time?
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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
Doing: Making the Best Action Choices
How to decide what to do at a particular
point of time?
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Doing: Making the Best Action Choices
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
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Doing: Making the Best Action Choices
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
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Doing: Making the Best Action Choices
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
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Doing: Making the Best Action Choices
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
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Chapter 10 – Getting Projects Under Control
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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.
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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
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BRAINSTORMING ORGANIZING
SETTING UP MEETINGS GATHERING INFORMATION.
Projects That Need Next Actions About Planning
4
1
3
2
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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
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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?
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Chapter 11 – The power of
Collection Habit
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“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?
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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.
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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
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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
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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
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Chapter 12 – The power of Next-Action Decision
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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
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Why Bright people Procrastinate the most
Bright people havethe capability offreaking out fasterand moredramatically thananyone else.
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The Value of a Next-Action Decision-Making Standard`
CLARITY ACCOUNTABILITY
PRODUCTIVITY EMPOWERMENT
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Chapter 13 – The Power of Outcome Focusing
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The Significance of Applied Outcome Thinking
• Deciding specific projects and next actions that address real quality of life issues is productivity at its best
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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.
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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
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Shifting to a Positive Organisational Culture
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Chapter 14 – GTD and Cognitive
Science
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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
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Distributed Cognition: The Value of An External Mind
Your Mind is for having Ideas not for Holding them
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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
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Self Leadership Theory
Behaviour Focussed
Natural Reward
Constructive Thought Pattern
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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.
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Psychological Capital
Self efficacy Optimism
Hope Resilience
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Chapter 15 – The Path of GTD
Mastery
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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
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I know it All !!
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This presentation is part of an assignment for a Marketing Course - Personal Branding – taught by Prof.
Sameer Mathur at IIM Lucknow
Aug 2015