Getting Things Done: The Art of Stress-Free Productivity
by David Allen · 31 Dec 2002 · 300pp · 79,315 words
Chapter 13 - The Power of Outcome Focusing Conclusion Index Praise for Getting Things Done “The Season’s Best Reads for Work-Life Advice . . . my favorite on organizing your life: Getting Things Done . . . offers help building the new mental skills needed in an age of multitasking and overload.” —Sue Shellenbarger, The Wall Street Journal “I recently attended David
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’s seminar on getting organized, and after seeing him in action I have hope . . . David Allen’s seminar was an eye-opener.” —Stewart
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to check this one out.” —Mark Henricks, Entrepreneur “David Allen’s productivity principles are rooted in big ideas . . . but they’re also eminently practical.” —Keith H. Hammonds, Fast Company “David Allen brings new clarity to the power of purpose, the essential nature of relaxation, and deceptively simple guidelines for getting things done. He employs extensive experience, personal stories
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true skeptic of most management fixes, I have to say David’s program is a winner!” —Joline Godfrey, CEO, Independent Means, Inc. and author of Our Wildest Dreams “Getting Things Done describes an incredibly practical process that can help busy people regain control of their lives. It can help you be more successful. Even
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Leader of the Future and Coaching for Leadership “WARNING: Reading Getting Things Done can be hazardous to your old habits of procrastination. David Allen’s approach is refreshingly simple and intuitive. He provides the systems, tools, and tips to achieve profound results.” —Carola Endicott, director, Quality Resources, New England Medical Center PENGUIN BOOKS GETTING THINGS DONE David Allen has been called one of
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work has been featured in Fast Company, Fortune, the Los Angeles Times, The New York Times, The Wall Street Journal, and many other publications. Getting Things Done has been published in twelve foreign countries. David Allen lives in Ojai, California. PENGUIN BOOKS Published by the Penguin Group Penguin Putnam Inc., 375 Hudson Street, New York, New
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http://us.penguingroup.com For Kathryn, my extraordinary partner in life and work Acknowledgments Many mentors, partners, colleagues, staff, and friends have contributed over the years to my understanding and development of the principles in Getting Things Done. George Mayer, Michael Bookbinder, Ted Drake, Dean Acheson, and Russell Bishop played key roles along my path of personal
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my spiritual coach, J-R, for being such an awesome guide and consistent reminder of my real priorities; and to my incredible wife, Kathryn, for her trust, love, hard work, and the beauty she has brought into my life. Welcome to Getting Things Done WELCOME TO A gold mine of insights into strategies for how to
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have more energy, be more relaxed, and get a lot more accomplished with much less effort. If you’re like me, you like getting things done and doing them well, and yet you also want to savor life in ways that seem increasingly elusive if not downright
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all the opportunities we’re given to add value to our world in a sustainable, self-nurturing way. The power, simplicity, and effectiveness of what I’m talking about in Getting Things Done are best experienced as experiences, in real time, with real situations in your real world. Necessarily, the book must put the
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. This is a vaccination against day-to-day fire-fighting (the so-called urgent and crisis demands of any given workday) and an antidote for the imbalance many people bring upon themselves.” part 1 The Art of Getting Things Done 1 A New Practice for a New Reality IT’S POSSIBLE FOR a person to
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opportunity before us. —Mark Van Doren And if you get seriously far out of that state—and start to feel out of control, stressed out, unfocused, bored, and stuck—do you have the ability to get yourself back into it? That’s where the methodology of Getting Things Done will have the greatest impact on your
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, from the early rash of pocket Day-Timers to the current flood of high-tech personal digital assistants (PDAs) and PCBASED software products like Microsoft Outlook and Lotus Notes. Should you implement the Getting Things Done process into what you’re currently using, or should you install something new? The answer is, do whichever one
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Review The Weekly Review is so critical that it behooves you to establish good habits, environments, and tools to support it. Once your comfort zone has been established for the kind of relaxed control that Getting Things Done is all about, you won’t have to worry too much about making yourself do your
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constructive, if not downright healing. The best place to succeed is where you are with what you have. —Charles Schwab Getting things done, and feeling good about it, means being willing to recognize, acknowledge, and appropriately manage all the things that have your consciousness engaged. Mastering the art of stress-free productivity requires it. Working
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hand. Again, if you’ve been putting into practice the methodology of Getting Things Done, your “Projects” list will be where it needs to be. For most of our coaching clients, it takes ten to fifteen hours of collecting, processing, and organizing to get to the point of trusting the thoroughness of their inventory
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together here because situations often can’t easily be pigeonholed into one or another of these categories. Also, since Getting Things Done is more about the art of implementation than about how to define goals and vision, I won’t offer a rigorous examination here. But by its very nature this investigation can broach
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to the mundane activity of life. In the end they require the same thinking. What’s unique about the practical focus of Getting Things Done is the combination of effectiveness and efficiency that these methods can bring to every level of your reality. There are lots of inspirational sources for the high-level “purpose
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baseline for productivity moves to another level. The addition of brainstorming—the most creative means of expressing and capturing ideas, perspectives, and details about projects—makes for an elegant set of behaviors for staying relaxed and getting things done. Shifting to a Positive Organizational Culture It doesn’t take a big change to increase the productivity
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managed responsibly, that will be magnified in the group, and the culture will sustain a stressful fire-and-crisis siege mentality. If, in contrast, individuals are implementing the principles of Getting Things Done, the culture will expect and experience a new standard of high performance. Problems and conflicts will not go away—they remain inherent as you
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to implement these methods always discover there’s more here than meets the eye, and you may have begun to experience your own version of that. I’ll bet Getting Things Done has validated much of what you already know and have been doing to some degree all along. Perhaps, though, it will make it
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. Support your fresh start. • Set aside some time when you can tackle one whole area of your office, and then each part of your house. Gather everything into your system, and work through the Getting Things Done process. • Share anything of value you’ve gleaned from this with someone else. (It’s the fastest way
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to learn.) • Review Getting Things Done again in three to six months. You’ll notice things you might have missed the first
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, but don’t think they’ll make things any simpler. 15 Of course, the people who are most attracted to implementing Getting Things Done are usually already on a self-development track and don’t assume that they’ll be doing the same thing a year from now that they’re doing now, anyway
Making It All Work: Winning at the Game of Work and the Business of Life
by David Allen · 30 Dec 2008
Chapter 17 - Getting Perspective at Fifty Thousand Feet: Purpose and Principles Chapter 18 - Getting Perspective: Gracie’s Gardens Revisited Chapter 19 - Making It All Work—in the Real World Chapter 20 - In closing . . . Appendixes Index GTD-Q—What is Yours? Also by David Allen Getting Things Done Ready for Anything VIKING Published by the Penguin Group
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of copyrightable materials. Your support of the author’s rights is appreciated. http://us.penguingroup.com Preface Since the publication of my first two books, Getting Things Done and Ready for Anything, I’ve had the opportunity to engage with many thousands of people who have adopted their principles
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editor at Viking, Rick Kot, whose intellectual rigor, laborious fine-tuning of my prose, and patience helped nurture the project across the finish line; and all the other sources of my inspiration—seen and unseen. 1 Introduction: From Getting Things Done to Making It All Work The art of progress is to preserve order amid change
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crossing some distant finish line. It’s about internalizing a set of responses and behaviors that are consistently successful when applied to any aspect of life and work that could be functioning better. In 2001 I published my first book, Getting Things Done: The Art of Stress-Free Productivity, which has not only gone on
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that book has come to be known, has become a standard item in the lexicon of self-management, and a Web search for the term generates literally millions of references. For several years after Getting Things Done’s publication, whenever I was asked, “What’s next?” by people enthusiastically implementing its practices, my answer
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was simply, “Read Getting Things Done again!” Its five stages of processing your “stuff” into real outcomes and actions and maintaining a reviewable inventory of your commitments was, is
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begun to be tapped. As many have discovered, these principles and processes go far beyond motivational positive-thinking pep rallies and offer, instead, very practical approaches for recognizing and relieving the pressures that can throw us off. Although that message was implicit in Getting Things Done, it deserves a much broader exposition. Implementing some of the
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.” There has been a widely expressed desire for a more complete explication of GTD principles and how they can be integrated more fully and consistently. Because I have been privy to an extraordinary range and volume of positive feedback for Getting Things Done as well as from the thousands of people who have attended our seminars
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seminar titled “GTD: The Road Map” explicitly to home in on that understanding and offer universally useful techniques to leverage it. Making It All Work presents a practical implementation for accessing that power. While Getting Things Done offered a primer and a simple manual, Making It All Work is intended to provide you with a
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useful skill, understanding the basics of how a car works provides an underlying freedom and confidence. Making It All Work is not intended to supplant or change any of the information in Getting Things Done; rather, it builds on its principles and applies them to even greater effect. Applying GTD to any degree actually gives
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simply too much to deal with. There’s plenty for all of us to explore and expand upon within any part of this overall set of practices. There are principles that underlie the principles for getting things done, and an awareness of them offers great value to a much broader spectrum of society than just
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ensue when they are ignored. Familiarity with my previous writings is not a prerequisite for reading and gleaning great value from Making It All Work, although you would find Getting Things Done a very useful and complementary resource. Getting Things Done is full of step-by-step instructions about how best to create a customized productivity system. It
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will, however, help you develop the self-assurance to trust your own solutions. Getting Things Done provided hope, a belief for which the world has recently been starved. It affirmed that there is light at the end of the tunnel and that, with a little guidance, anyone can get back on top of his
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comes to those who can weather the storm. —I Ching Why have the simple formulas described in Getting Things Done sparked such a significant buzz? What is it about this set of familiar, easily grasped concepts and behaviors that has triggered such an enthusiastic response? While there may be reasons of which I’m
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develop a way to then move the contents into appropriate buckets. That’s what GTD teaches and why it works uniquely in the heat of the current-day realities. GETTING THINGS DONE IS A LEARNABLE PROCESS, NOT AN INBORN TRAIT Another factor in the spread of GTD has been the increasing demand for productivity
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. There actually is an innovation process. If someone follows the appropriate prescription of behaviors, he or she will experience an enhanced output of creative and innovative ideas and solutions. Not surprisingly, there is an analogous process for getting things done—a process that GTD defined. The growing recognition that the process can be learned, shared
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start to make them happen. This Planning model (described in more detail in chapter 3 of Getting Things Done), though natural, is not standard procedure in more formalized or complex settings. The natural approach, though, can and has been used as a way to ensure appropriate focus, with the least amount of wasted energy
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taking is the best thing to be doing to fulfill your purpose, the higher its value to you will be. Now, as I explained in Getting Things Done and will revisit in upcoming discussions about prioritizing, the Horizons of Focus are not the only factors you will consider when you decide to do what
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find ourselves being in this quadrant many times a day in the natural course of getting things done. Much of our life and work is actually involved with responding to situations that have been put in motion, by ourselves and by others. We naturally play a defensive game one must play when we chase a
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we work with them one-on-one in our company’s Work Flow Coaching program is an overall scan and capture of anything and everything that has their attention. This process is described in Getting Things Done in some detail, but the essence of it is rather simple: you identify anything in life or work
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guarantee that if you only increase the amount of things you write down (and don’t lose) consistently by 10 percent, it will change your life for the better. A TV sitcom writer told me that reading Getting Things Done had been a transformative experience for him, solely because it gave him the idea
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is the one most associated with “knowledge work athletics”—a phrase given to me by an Australian consultant who read Getting Things Done and suggested that what I had done was describe the actual moves of the thinking process required to define what our work actually is. In the
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’s to be classified as reference. The tactical version of this procedure, applied to managing your own work flow and clearing your in-basket, was illustrated in Getting Things Done, in the “work flow diagram” that became well-known in the GTD community around the world (see Appendix vi). But, as with all the
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key determiners of the “work” that needs to be managed, remain at the core of the thought processes of the Getting Things Done models. What does “done” mean? What does “doing” look like, and where does it happen? These questions are almost never both answered completely when we encounter “stuff” that we know we
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is not easily categorized or sorted into neat little buckets. By the time I wrote Getting Things Done, I was already well aware of the potential bottleneck represented by general reference paper-based filing systems (or lack thereof ), and I dedicated several pages in that book to describing the best practices we’d uncovered
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model—Do, Delegate, or Defer—which are described in more detail in Getting Things Done.) The two-minute guideline is based on the fact that most things that can be handled in that time frame would actually take longer to organize and review again than to finish in the moment. Anything that someone other
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thinking See also Attention Forgetting Forty-thousand-feet thinking vision Future, focus on Someday/Maybe items See also Goals and objectives; Vision Get clear review Get current review Getting Things Done approach. See GTD method Goals and objectives formats for Gracie’s Gardens, case example Horizons of Focus long-term. See Vision organizing reassessment of
Getting Things Done for Hackers
by Lars Wirzenius · 15 Jun 2012 · 32pp · 10,468 words
. . . . . . . . . . . . . . . . . . . . . . . . . Fancy software solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Non-digital solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 39 39 40 17 Conclusion A word of warning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 41 18 References 43 Chapter 1 Introduction David Allen’s “Getting Things Done”, or GTD for short, is a popular, powerful system for managing one’s life. If you have trouble dealing with your e-mail inbox, or
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you want to make your own version of the book, feel free to branch the site on Branchable and make any changes you like to the content. “Getting Things Done” and “GTD” are registered trademarks of the David Allen Company. Chapter 2 Quickie overview of the GTD system GTD is a system for managing your life:
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paragraph being written by someone who wrote a booklet about GTD is duly noted. 41 42 CHAPTER 17. CONCLUSION Chapter 18 References • Getting things done – https://www.librarything.com/work/1844807 • The now habit : a strategic program for overcoming procrastination and enjoying guilt-free play – https://www.librarything.com/work/7934/details/46964220 43
Switch: How to Change Things When Change Is Hard
by Chip Heath and Dan Heath · 10 Feb 2010 · 307pp · 94,069 words
it’s when I stop ranting and raving at them and my voice goes very, very calm…. I think I’m able to do that when I feel generally less harassed, when I feel I’ve got things done rather than spent the whole day worrying about getting things done. When I feel I’ve
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. (2) They’re “within immediate reach,” as Bill Parcells said. And if you can’t achieve both traits, choose the latter! (The 5-Minute Room Rescue wasn’t very meaningful by itself, but it made great change possible.) David Allen, author of Getting Things Done, the quintessential personal productivity book, echoes the importance of setting goals
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Wins: Redefining the Scale of Social Problems,” American Psychologist, 39(1), p. 46. David Allen. See Allen (2001), Getting Things Done, New York: Viking Penguin, p. 239. Al-Anon. See Al-Anon Family Groups (1995), How Al-Anon Works for Families and Friends of Alcoholics, Virginia Beach, VA: Al-Anon Family Groups; the quotation is on
Busy
by Tony Crabbe · 7 Jul 2015 · 254pp · 81,009 words
at any time. Any thoughts, worries or ideas that you’re holding on to are reducing your processing speed. So don’t. I read David Allen’s book Getting Things Done and the thing that made a real difference for me, was this: create a “brain dump.”12 Find a way of getting things out of
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brain. Open files clutter the brain and redirect energy; they reduce our thinking power, they distract our attention. The second monk was only able to get into the Zen of his walk because he had closed the file relating to the woman. In his book Getting Things Done, David Allen describes the effect of carrying lots
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part of the brain’s attention system particularly tasked with focus—doesn’t know where to direct attention. A monkey mind struggles to focus. In Getting Things Done, Allen suggests a simple tool for getting things off your mind that I mentioned in the opening. It’s so valuable I just want
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front of you. This not only protects your time for the important stuff, it also creates urgency to your blasting. • During these periods, follow David Allen’s two-minute rule: if there’s any item in your inbox or on your task list that will take less than two minutes, do
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fast and delivering without pause. Our perception is that if we can do more, we’ll achieve more. We will never escape busy unless we can transform our implicit view that the path to success is through personal productivity. Corporate strategy explains why we need to shift our focus from getting things done
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are valuable to its audience. In this way it differentiates itself. Clarifying your strategic position helps you to shift your prioritization away from getting things done, and onto something more proactive and intentional. You start choosing how you will maximize your limited resources, by focusing on just those things that will help you deliver the
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case, those without the map had to decide if they wanted to go, and what to do next. Those with the map had only to decide if they wanted the vaccination; the next step was super clear. David Allen suggests that a goal isn’t enough for any project, or, in this
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have used their studies to build my argument, and their examples to tell my story. If you want to explore this topic further, you would be well advised to start with the following books, all of which I highly recommend. Author: David Allen Title: Getting Things Done Why you should read it: The best book
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3 (1994): 366–81. 10. J. R. Kelly and S. J. Karau, “Group Decision Making: The Effects of Initial Preferences and Time Pressure,” Personality and Social Psychology Bulletin 25 (1999): 1342–54. 11. John Maeda, The Laws of Simplicity (Cambridge, MA: MIT Press, 2006). 12. David Allen, Getting Things Done (New York: Penguin Books, 2003). 13. Daniel Gilbert
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306. 5. H. Pashler, J. C. Johnston, and E. Ruthruff, “Attention and Performance,” Annual Review of Psychology 52 (February 2001): 629–51. 6. David Rock, Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long (New York: HarperBusiness, 2009). 7. David Allen, Getting Things Done (New York: Penguin Books, 2003). 8. D
Reset: How to Restart Your Life and Get F.U. Money: The Unconventional Early Retirement Plan for Midlife Careerists Who Want to Be Happy
by David Sawyer · 17 Aug 2018 · 572pp · 94,002 words
we repeatedly do. Excellence, then, is not an act, but a habit[441]. Will Durant One of the keys to achieving and getting things done is adopting and adapting routines to suit your aims and circumstances. Mason Currey’s Daily Rituals book unpicks how the greatest creatives of the modern era, from Beethoven to Hemingway, went
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in the Notes refer to the book editions in the Bibliography, not those in the Amazon links, albeit in most cases they will be one and the same.) Allen, David. Getting Things Done: The Art of Stress-Free Productivity. Little Brown Book Group, 2015. Arana, Marie. The Writing Life: Writers on How They Think
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443. Gibbon wrote this book. [444] Exist.io: “Exist.io.” toreset.me/444. [445] track and tweak their habits: “Spotlight Your Potential with Keystone Habits – Minafi.” 11 Dec. 2017, toreset.me/445. [446] “Someday/Maybe list”: “Getting Things Done: The Art of Stress-free Productivity: Amazon.co.uk...” toreset.me/446, p. 177. [447
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competitive twenty-first century economy”: “Deep Work: Rules for Focused Success in a Distracted... – Cal Newport.” 5 Jan. 2016, toreset.me/451. [452] David Allen’s GTD system: “Getting Things Done – Wikipedia.” toreset.me/452. [453] If you’re one of the 70%: “Quiet: The Power of Introverts in a World That Can’t Stop
Super Thinking: The Big Book of Mental Models
by Gabriel Weinberg and Lauren McCann · 17 Jun 2019
do you choose what to do? This section’s theme is succinctly summarized by a quote from a Fast Company interview with productivity consultant David Allen, author of Getting Things Done: “You can do anything, but not everything.” You must pick between the important activities in front of you, or else you will
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people who hit the beach en masse and slog out the early victory, building on the start given them by the commandos. . . . Because there are so many more of these soldiers and their duties are so varied, they require an infrastructure of rules and procedures for getting things done—all the stuff that commandos hate. . .
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get on the same page, 225 get them up to speed, 279 getting more bang for your buck, 79 Getting Things Done (Allen), 76 Gibson, William, 289 Gilbert, Daniel, 27 Ginóbili, Manu, 247 give-and-take, 128 Gladwell, Malcolm, 261 GlaxoSmithKline, 63, 81, 257 globalization, 310 global optimum, 195–96 goals, 69,
The Friendly Orange Glow: The Untold Story of the PLATO System and the Dawn of Cyberculture
by Brian Dear · 14 Jun 2017 · 708pp · 223,211 words
essays, or sent photographs, news clippings, and documents; as well as to the thousands of people who corresponded by email—sometimes over many years. Thanks to Mike Achenbach; Sam Adams; Alix (Gaby) Albert; Kathryn (Lutz) Alesandrini; Paul Alfille; Chris Alix; Mary Allan; Jim Allard; Brock Allen; David Allen; Michael Allen; Daniel Alpert; Mitch
Taming the To-Do List: How to Choose Your Best Work Every Day
by Glynnis Whitwer · 10 Aug 2015 · 181pp · 53,257 words
of my team spoke up and said, “Don’t worry about that, I’ll figure it out. Just get me your information.” With that offer of help, I had my part done in a week. My independence can be a serious weakness that hinders me in getting things done. Although I’ll stop what
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that very freedom limits us. Choices, although a blessing, can be a burden to our overtaxed minds. And the numerous alternatives that should empower us actually hinder us from getting things done. Researchers are discovering that making too many decisions impairs our self-control, which is a much-needed resource for a procrastinator.[
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I should be doing. It was a constant underlying stress even when there was no imminent deadline or threat. It wasn’t until I read David Allen’s Getting Things Done that I discovered the reason why. Allen writes: The big problem is that your mind keeps reminding you of things when you can’t
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’s Blog, November 23, 2014, http://sethgodin.typepad.com/seths_blog/2014/11/index.html. Chapter 13 Organizing Our Work [1]. David Allen, Getting Things Done (New York: Penguin, 2001), 23. [2]. Kathi Lipp and Cheri Gregory, The Cure for the “Perfect” Life (Eugene, OR: Harvest House, 2014), 99. Chapter 14 Small Changes Matter [1].
The Manager’s Path
by Camille Fournier · 7 Mar 2017
be overly critical or rude in meetings, code reviews, or other collaborative activities • Struggle to break their work up into intermediate deliverables, and don’t balance planning and design with getting things done • Work well with other engineers but do not work well with other departments or teams • Struggle to follow the accepted best practices
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management is a personal thing. Some people are very organized, and those people develop complex strategies for managing their calendars and to-do lists. I applaud these people. I am not generally one of them. However, I have found the ideas in David Allen’s book Getting Things Done1 to be useful to think
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comes down to one important thing: understanding the difference between importance and urgency. Pretty much all of your tasks will fall on a graph of these two elements. Roughly, they are in one of four quadrants (see Table 6-1). 1 David Allen, Getting Things Done: The Art of Stress-Free Productivity (New York: Penguin, 2001
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do you want to leave? Ruling with Fear, Guiding with Trust Camille considers herself to be a good leader: technical, charismatic, capable of making decisions and getting things done. She’s also sometimes short-tempered, and when people don’t live up to her expectations or things go wrong, she can be visibly annoyed
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blamed for failure or openly criticized for making a mistake, so they take fewer risks and hide their mistakes. Camille has accidentally created a culture of fear. Michael is also a good leader: technical, charismatic, capable of making decisions and getting things done. He’s also good at keeping his cool. Instead of getting tense
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news, delivering, 84, 174-176 (see also firing people) benign neglect, 1 books and publications Daring Greatly (Brown), 187 The Effective Executive (Drucker), 187 First, Break All the Rules (Buckingham and Coffman), xii, 114 The Five Dysfunctions of a Team (Lencioni), 178 Getting Things Done (Allen), 103 High Output Management (Grove), 143, 160, 187 Leadership
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-55 222 | INDEX firefighting mode, 132 firing people, 70-73 First, Break All the Rules (Buckingham and Coffman), xii, 114 first-team focus, 120, 178 The Five Dysfunctions of a Team (Lencioni), 178 G Getting Things Done (Allen), 103 goals (see career growth) Good Manager, Bad Manager sections Alpha Geek, 20 Conflict Avoider,
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