In the last half of the 20th century, what "work" represented in the industrialized world was transformed from an assembly line, make-it and move-it kinds of activity to "knowledge work."
Back then, work was self-evident. Now there are no edges to most of our projects.

Work No Longer Has Explicit Boundaries

"When you start to make things happen, you really begin to believe you can make things happen. And that makes things happen."

<ul>
<li>View the project from beyond the completion date. </li>
<li>Envision wild success.</li>
<li>Capture features, aspects, qualities you imagine in place.</li>
</ul>

The Basic Steps For Developing A Vision

Managing commitments well requires the implementation of some basic activities and behaviors:
<ul>
<li>If it's on your mind, your mind isn't clear. Anything you consider unfinished in any way must be captured in a trusted system outside your mind, that you know you'll come back to regularly and sort through.</li>
<li>You must clarify exactly what your commitment is and decide what you have to do, if anything, to fulfill it.</li>
<li>Once you've decided on all the actions you need to take, you must keep reminders of them organized in a system you review regularly.</li>
</ul>

Basic Requirements for Managing Commitments

Your mind goes through five steps to accomplish virtually any task:
<ul>
<li>Defining purpose and principles</li>
<li>Outcome visioning</li>
<li>Brainstorming</li>
<li>Organizing</li>
<li>Identifying next actions.</li>
</ul>

The Five Phases of The Natural Planning Model

<ul>
<li>Possible categories for nonactionable items" trash, incubation tools, and reference storage. If no action is needed on something, you toss it, "tickle" it for later reassessment, or file it so you can find the material if you need to refer to it at another time. </li>
<li>To deal with actionable things, you need a list of projects, storage or files for project plans and materials, a calendar, a list of reminders of next actions, and a list of reminders of things you're waiting for. </li>
</ul>
All of the organizational categories need to be physically contained in some form.

Organize Actionable And Nonactionale Things

The basics principles can be summed up as follows: 
<ul>
<li> Don't judge, challenge, evaluate, or criticize.</li>
<li>Go for quantity, not quality.</li>
<li>Put analysis and organization in the background.</li>
</ul>

Brainstorming: Basic Principles

If the negative feelings come from broken agreements, you have three options for dealing with them and eliminating the negative consequences:
<ul>
<li>Don't make the agreement.</li>
<li>Complete the agreement. </li>
<li>Renegotiate the agreement. </li>
</ul>
All of these can work to get rid of the unpleasant feelings.

How Do You Prevent Broken Agreements with Yourself

<ul>
<li>Clearly defined outcomes and the next actions required to move them toward closure.</li>
<li>Reminders placed in a trusted system that is reviewed regularly.</li>
</ul>

The Key Ingredients of Relaxed Control

Stuff" means anything you have allowed into your psychological or physical world that doesn't belong where it is, but for which you haven't yet determined the desired outcome and the next action step. 
The reason most organizing systems haven't worked for most people is that they haven't yet transformed all the "stuff" they're trying to organize. "Stuff" means these things are not controllable.

The Definition of "Stuff"

<ul>
<li>It's important to know what needs to be collected and how to collect it most effectively so you can process it appropriately.</li>
<li>To make the collection phase work: Every open loop must be in your collection system and out of your head, you must have as few collection buckets as you can get by with and you must empty them regularly.</li>
<li>The collection tools: physical in-basket, paper-based note-taking devices, electronic note-taking devices, voice-recording devices, e-mail.</li>
</ul>

The Collecting Process And Tools

<ul>
<li>You haven't clarified exactly what the intended outcome is.</li>
<li>You haven't decided what the very next physical action step is.</li>
<li>You haven't put reminders of the outcome and the action required in a system you trust.</li>
</ul>
Until those thoughts have been clarified and those decisions made, and the resulting data has been stored in a system that you absolutely know you will think about as often as you need to, your brain can't give up the job.

Why Things Are On Your Mind

Everything that might potentially require action must be reviewed on a frequent enough basis to keep your mind from taking back the job of remembering and reminding.
Elements of the weekly review:
<ul>
<li>Gather and process all your stuff</li>
<li>Review your system</li>
<li>Update your lists</li>
<li>Get clean, clear, current, and complete.</li>
</ul>

The Weekly Review - A Critical Factor For Success

Throughout your day, you’re constantly bombarded with information. All of these things are constantly competing for your attention.

The GTD Decision Tree

<ul>
<li>It creates decision-making criteria</li>
<li>It aligns resources</li>
<li>It motivates</li>
<li>It clarifies focus</li>
<li>It expands options, opens up creative thinking.</li>
</ul>

Purpose: The Value Of Answering "Why"

The essential element in managing all of your "stuff" is managing your actions. And it's very hard to manage actions if you haven't identified them.
A lack of time is not the major issue; the real problem is a lack of clarity and definition about what a project really is, and what the associated next-action steps required are. Clarifying things on the front end, when they first appear on the radar, rather than on the back end, after trouble has developed, allows people to reap the benefits of managing action.

Managing Action

The stages we go trough as we deal with our work:
<ul>
<li>Collect what has your attention</li>
<li>Process what they mean and what to do about them</li>
<li>Organize the results and put then where they belong</li>
<li>Review as options for what we choose to do</li>
<li>Do them.</li>
</ul>

The Five Steps Of The GTD Methodology

This collection will help you make easy routine changes and take back control of your time.

books

Books

teamwork

Teamwork

productivity

Productivity

personaldevelopment

Personal Development

timemanagement

Time Management

Managing Time Like a Pro

In today's world, yesterday's methods just don't work. In Getting Things Done, veteran coach and management consultant David Allen shares the breakthrough methods for stress-free performance that he has introduced to tens of thousands of people across the country. Allen's premise is simple: our productivity is directly proportional to our ability to relax. Only when our minds are clear and our thoughts are organized can we achieve effective productivity and unleash our creative potential. In Getting Things Done Allen shows how to: Apply the &quot;do it, delegate it, defer it, drop it&quot; rule to get your in-box to empty Reassess goals and stay focused in changing situations Plan projects as well as get them unstuck Overcome feelings of confusion, anxiety, and being overwhelmed Feel fine about what you're not doing From core principles to proven tricks, Getting Things Done can transform the way you work, showing you how to pick up the pace without wearing yourself down.

David Allen is an accomplished writer whose work has resonated with readers around the world. David Allen has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. David Allen's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

The GTD Decision Tree

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