GTD (Practicing Stress-Free Productivity (Organizing (Organizing Action…
Practicing Stress-Free Productivity
The Basic Categories
The Importance of Hard Edges
All You Really Need Is Lists and Folders
Organizing Action Reminders
The Actions That Go on Your Calendar
Organizing As-Soon-As-Possible Actions by Context
Organizing "Waiting For"
Using the Original Item as Its Own Action Reminder
Organizing Project Reminders
The "Projects" List(s)
Project Support Materials
Organizing Nonactionable Data
Checklists: Creative Reminders
First, Clarify Inherent Projects and Actions
Blueprinting Key Areas of Work and Responsibility
Checklists at All Levels
Top Item First
One Item at a Time
The Multitasking Exception
Nothing Goes Back into "In"
What's the Next Action?
What If There Is No Action?
And If There Is an Action . . . What Is It?
Once You Decide What the Action Step is
The Four-Criteria Modelfor
Choosing Actions in the Moment
The Threefold Model for
Evaluating Daily Work
The Moment-to-Moment Balancing Act
Doing predefined work
Doing work as it shows up
Defining your work
The Six-Level Model for
Reviewing Your Own Work
• 40,000 feet: Three- to five-year visions
• 30,000 feet: One- to two-year goals
• 50,000+feet: Life
• 20,000 feet: Areas of responsibility
• 10,000 feet: Current projects
• Runway: Current actions
Getting Priority Thinking Off Your Mind
Ready, Set, Go!
Mental Gathering: The Mind-Sweep
The "In" Inventory
But "In" Doesn't Stay in "In"
Getting Projects Under Control
The Need for More Informal Planning
Which Projects Should You Be Planning?
Projects That Need Next Actions About Planning
Random Project Thinking
Tools and Structures That Support
The Support Structures
How Do I Apply All This in My World?
Implementation—Whether Ail-Out or
Casual—Is a Lot About "Tricks"
Setting Aside the Time
Setting Up the Space
If You Go to an Office, You'll Still Need a Space at Home
An Office Space in Transit
Don't Share Space!
Getting the Tools You'll Need
The Basic Processing Tools
The Critical Factor of a Filing System
What to Look At, When
The Right Review in the Right Context
Looking at Your Calendar First
Updating Your System
The Power of the Weekly Review
The "Bigger Picture" Reviews
The Art of Getting Things Done
Getting Projects Creatively Under Way
Enhancing "Vertical" Focus
The Natural Planning Model
A Simple Example: Planning Dinner Out
Natural Planning Is Not Necessarily Normal
The Unnatural Planning Model
When the "Good Idea" Is a Bad Idea
Let's Blame Mrs. Williams
The Reactive Planning Model
Natural Planning Techniques
A New Practice for a New Reality
Work No Longer Has Clear Boundaries
Our Jobs Keep Changing
The Old Models and Habits Are Insufficient
The "Big Picture" vs. the Nitty-Gritty
The "Mind Like Water" Simile
Can You Get into Your "Productive State"
Your Mind Doesn't Have a Mind of Its Own
Why Things Are on Your Mind
The Real Work of Knowledge Work
An Important Exercise to Test This Model
The Basic Requirements for Managing Commitments
The Transformation of "Stuff"
Managing Action Is the Prime Challenge
The Value of a Bottom-Up Approach
Horizontal and Vertical Action Management
The Major Change: Getting It All Out of Your Head
Getting Control of Your Life
The Collection Success Factors
The Collection Tools
Gathering 100 Percent of the "Incompletes"
The Next-Action Categories
What to Review When
Critical Success Factor: The Weekly Review
Three Models for Making Action Choices
The Power of the Key Principles
The Power of the Next-Action Decision
The Source of the Technique
Creating the Option of Doing
Why Bright People
Procrastinate the Most
Intelligent Dumbing Down
The Value of a Next-Action
The Power of Outcome Focusing
Focus and the Fast Track
The Significance of
Applied Outcome Thinking
• Make it up
• Make it happen
The Magic of Mastering the Mundane
Shifting to a Positive Organizational Culture
The Power of the Collection Habit
The Personal Benefit
The Source of the Negative Feelings
How Do You Prevent Broken Agreements with Yourself?
The Radical Departure from Traditional Time Management
How Much Collection Is Required?
When Relationships and Organizations
Have the Collection Habit