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Reading GTD by Mind Map: Reading GTD
4.9 stars - 82 reviews range from 0 to 5

Reading GTD

The Reactive Planning Model


We need to get organized!

Boxes around the problem

More boxes and labels

Redrawing boxes and labels

The Unnatural Planning Model

Starting with ideas is bad

The Natural Planning Model

1. Defining purpose and principles

2. Outcome visioning

3. Brainstorming

4. Organizing

5. Identifying next actions

Next action categories


Next action lists

The Weekly Review

Critical Success Factor

Gather and process all your "staff"

Review your system

Update your lists

Get clean, clear, current, and complete

The key ingredients Of relaxed control

Cleary defined outcomes (projects)

Actions required to move projects forward


Three Models for Making Action Choices

The Four-criteria model for choosing actions

The Threefold Model for Evaluating Daily Work

Let's say it's 10:26 A.M. Monday, and you're in your office. You've just ended a half-hour unexpected phone call with a prospective client. You have three pages of scribbled notes from the conversation. There's a meeting scheduled with your staff at eleven, about half an hour from now. You were out late last night with your spouse's parents and are still a little frayed around the edges (you told your father-in-law you'd get back to him about. . . what?). Your assistant just laid six telephone messages in front of you. You have a major strategic-planning session coming up in two days, for which you have yet to formulate your ideas. The oil light in your car came on as you drove to work this morning. And your boss hinted as you passed her earlier in the hall that she'd like your thoughts on the memo she e-mailed you yesterday, before this afternoon's three o'clock meeting. Are your systems set up to maximally support dealing with this reality, at 10:26 on Monday morn-ing? If you're still keeping things in your head, and if you're still trying to capture only the "critical" stuff on your lists, I suggest that the answer is no.

The six-level model for reviewing your own work

Sort of projects

80% — full planning in your head

15% — require at least some external form of brainstorming

5% — need the deliberate application of one or more of the five phases of the natural planning model

Setting up




Nonactionable Items



Someday / Maybe

GTD Process Steps


Getting "In" to Empty

Next Action

Things to track and manage

A "Projects" list

Project support material

Calendared actions and information

"Next Actions" lists

A "Waiting For" list

Reference material

A "Someday/Maybe" list

The commom categories of action


At Computer

"On-line" (need Internet connection)


"Office Actions" or "At Office" (miscellaneous)

At Home

"Agendas" (for people and meetings)


People who don't have their "Read/Review" material organized can waste a lot of time, since life is full of weird little windows when it could be processed.



Non actionable (reference material)

Managing Email-based Workflow



you can't do a proj-ect, you can only do the action steps it requires

A complete and current "Projects" list is the major operational tool for moving from tree-hugging to forest management.

Real value — complete review

Some Common Ways to Subsort Projects

How you list projects and subprojects is up to you; just be sure you know where to find all the moving parts.

Support materials

Ad Hoc Project Thinking

Organizing Nonactionable Data

Problem: a large amount of data and material that has value but no action attached

Reference Material


internal commitments and areas of attention

Blueprinting Key Areas of Work and Responsibility

Checklists can be highly useful to let you know what you don't need to be concerned about

Be open to creating any kind of checklist

To spark your creative thinking

Review: Keeping your system functional

What to look at, when

Updating your system

If you think you have all your open loops fully identified, clarified, assessed, and actionalized, you're probably kidding yourself

The "Bigger Picture" Reviews

Project Planning

When to plan

The Power of the Key Principles

The Power of the Collection Habit

Creating the Option of Doing

The Value of a Next-Action Decision-Making Standard

The Power of Outcome Focusing