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Reading GTD by Mind Map: Reading GTD
4.8 stars - 74 reviews range from 0 to 5

Reading GTD

The Reactive Planning Model

Typical

Action!

Work harder!

Overtime!

More people!

Get busier!

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

Opens door for, Egos, Politics, Hidden agendas

Most verbally agressive will run the show

The Natural Planning Model

1. Defining purpose and principles

Why?, Benefits, Defines success, Purpose = Success, Look like?, How it sounds?, How it feel like?, Creates decision-making criteria, Aligns resources, Motivates, Why people doing what they're doing?, Clarifies focus, Expands options

2. Outcome visioning

How will the project lool like when it's done?

How do you want the cluent to feel after the presentation?

Where will you be in your career three years from now?

What would yoyr Web site really look like?

Three basic steps, 1. View the project beyond the competition date, 2. Envision "WILD SUCCESS"!, 3. Capture features, aspects, qualities you imagine in place

3. Brainstorming

How?, Ideas in random order, Little ones, Big ones, Not-so-good, Good

Techniques, Mind-mapping, Clustering, Pattering, Webbing, Fish-boning

Keys, Don't judge, challenge, evaluate, or criticize, Go for quantity, not quality, Put analysis and organization in the background, DO NOT KILL CREATIVITY

4. Organizing

Key steps, Identify the significant pieces, Sort by, Components, Sequences, Priorities, Detail of the required degree

A project plan identifies the smaller outcomes

5. Identifying next actions

Next action categories

Calendar

Time-specific actions, Appointments

Day-specific actions, Things to do sometime on a certain day

Day-specific information, Not necessarily actions, Useful information

No daily to-do lists

Using the Calendar for Future Options, Triggers for activating projects, Special events with a certain lead time for handling, Product launches, Fund-raising, Etc., Regular events that you need to prepare for, such as budget reviews, annual conferences, planning events, or meetings (e.g., when should you add next year's "annual sales conference" to your "Projects" list?), Key dates for significant people that you might want to do some-thing about, Birthdays, Anniversaries, Holiday gift-giving, etc., Events you might want to participate in, Decision catalysts, Should go on, Next Actions, Waiting For, Typical decision areas, Hire / fire, Merge / acquire / sell / divest, Change job / career, Use The "Tickler" File

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

Reminders

Three Models for Making Action Choices

The Four-criteria model for choosing actions

Context

Time available

Energy available, keep an inventory of things that need to be done that require very little mental or creative horsepower, End of day / low energy, Casual reading, Change reservation, Process expense receipts, Data entry, Backups, High energy, Call prospective clients, Drafting

Priority

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.

Doing predefined work

Doing work as it shows up

Defining your work

The six-level model for reviewing your own work

Runaway: Current actions, Список всех next actions

10,000 feet: Current projects, Short-term goals

20,000 feet: Areas of responsibility, Job, Strategic planning, Administrative support, Staff development, Market research, Customer service, Asset management, Personal life, Health, Family, Finances, Home environment, Spirituality, Recreation

30,000 Feet: One- or Two-Year Goals

40,000 Feet: Three- to Five-Year Vision, Organization strategies, Environmental trends, Career, Life-transition

50,000+ Feet: Life, Why do your company exist?, Why do you exist?

The healthiest approach for relaxed control and inspired productivity is to manage all the levels in a balanced fashion

Without an acceptance and an objective assess-ment of what's true in the present, it's always difficult to cast off for new shores

"long-term" simply means, "more action steps until it's done," not "no need to decide next actions because the day of reckoning is so far away."

Sort of projects

80% — full planning in your head

Need a new stockbroker

Call a friend

Set up a printer

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

Time

Weekends, No interruptions, They're double the time, No after hours

Workspace

Dedicated workspace

In-basket

Space at office, Critical to organize your work

Space at home, Critical to organize your life

Micro-office-in-transit

Don't share space

"Hoteling" concept is not working, People wanted their own staff, Non-zero ressistance against system

Tools

Good tool, Not expensive, More "executive" it looks, more dysfunctional it really is, Use tool you love to use, Always label your files, Alpha labeling is the most effective tool

Success factors for filling, Fast, You should file in 60 secs or you'll stack, Fun, Easy, Current, Complete

Nonactionable Items

Trash

Incubation

Someday / Maybe

GTD Process Steps

Gathering

Reasons to gather everything before processing it, A sense of the volume of the stuff you have to deal with, You see the end of a tunnel, All stuff in one place without "somewhere", anything that is held only in "psychic RAM" will take up either more or less attention than it deserves, The reason to collect everything is not that everything is equally important, How will you know when there's nothing left? When nothing else shows up as a reminder in your mind.

Objectives, Get everything into "in", As quickly as possible, Do not process (do it later in "processing mode"), Organize into chunks

Already have list or system?, Treat them as "in"

The Result, trashed what you don't need, completed any less-than-two-minute actions, handed off to others anything that can be delegated, sorted into your own organizing system reminders of actions that require more than two minutes, identified any larger commitments (projects) you now have, based on the input

Getting "In" to Empty

Doesn't mean doing all the actions

Processing Guidelines, Process the top item first, Process one item at a time, Never put anything back into "in"

Mistakes, "process" does not mean "spend time on", Emergency Scanning Is Not Processing

Next Action

No action?, Trash, Items to incubate, Write them on a "Someday/Maybe" list, Put them on your calendar or in a "tickler" file., Reference material

Typical Mistakes, Deciding isn't really an action, because actions take time, and deciding doesn't, There's always some physical activity that can be done to facilitate your decision-making, Ninety-nine percent of the time you just need more information before you can make a decision, External sources, Calls, E-mails, Internal thinking, Draft ideas, Tasks list looks like, "Meeting with the banquet committee", "Johnny's birthday", "Receptionist", "Slide presentation"

Options, Do it (less than 2 minutes), E-mail replies, Calls, Catalog browsing, Notes, Improve computer skills, Typing speed, Hotkeys, No mouse, Defer it, Do it, Pending, Delegate it, Record the date (started / due), Systematic format, Send an e-mail, Write a note, Voice message, Create agenda item, Talk, Workflow, Delegated, Waiting

Without a next action, there remains a potentially infinite gap between current reality and what you need to do

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

Typical Categories, Things to get or build for your home, Hobbies to take up, Skills to learn, Creative expressions to explore, Clothes / accessories to buy, Toys / gears to acquire, Trips to take, Organizations to join, Service projects to contribute to, Things to see and do

Special Categories, Food—recipes, menus, restaurants, wines, Children — things to do with them, Books to read, CDs to buy, Videos to buy / rent, Cultural events to attend, Gift ideas, Garden ideas, Web sites to surf, Weekend trips to take, Meeting ideas, Party ideas, Ideas—Misc. (meaning you don't know where else to put them!)

Not for "Hold and Review" Files and Piles

There's a difference between a "Somday/Maybe" list and a catchall bucket for "stuff."

The commom categories of action

Calls

write the phone number itself alongside each item

At Computer

"On-line" (need Internet connection)

Errand's

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

At Home

"Agendas" (for people and meetings)

Read/Review

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.

Documents

Actionable

Categories by actions needed

Non actionable (reference material)

Managing Email-based Workflow

Folders

@ Waiting For

@ Reference

@ Action

Projects

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

Personal / Professional

Delegated Projects

Specific Types of 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

Store background data separately, Facts, Historical Data

Project Ideas

Tools, Attached Notes, E-mail and Databases, Paper-Bases Files, Pages in Notebook

Ad Hoc Project Thinking

Organizing Nonactionable Data

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

Reference Material

The Variety of Reference Systems, General-reference filing—paper and e-mail, Large-category filing, Rolodexes and contact managers, Libraries and archives

Criterias, Simple library of data, Not reminders for actions / projects / priorities, Easy retrievable

Checklists

internal commitments and areas of attention

First, Clarify Inherent Projects and Actions

Blueprinting Key Areas of Work and Responsibility

Career goals, Team morale, Processes, Timelines, Staff issues, Workload, Communication

Service

Family

Relationships

Community

Health and energy

Financial resources

Creative expression

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

Personal Affirmations (i.e., personal value statements)

Job Areas of Responsibility (key responsibility areas)

Travel Checklist (everything to take on or do before a trip)

Weekly Review (everything to review and/or update on a weekly basis)

Training Program Components (all the things to handle when putting on an event, front to back)

Clients

Conference Checklist (everything to handle when putting on a conference)

Focus Areas (key life roles and responsibilities)

Key People in My Life/Work (relationships to assess regularly for completion and opportunity development)

Organization Chart (key people and areas of output to manage and maintain)

Personal Development (things to evaluate regularly to ensure personal balance and progress)

Review: Keeping your system functional

What to look at, when

A few seconds a day is usually all you need for review, as long as you're looking at the right things at the right time

Look at your calendar and daily tickler folder

Action lists for your current context

Updating your system

Weekly Review, rise up at least to "10,000 feet", block out two hours early every Friday afternoon for the review, Three factors make this an ideal time, Events of the week are still fresh, You stool have time to reach people at work, Clear your psychic decks before weekends

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

The "Bigger Picture" Reviews

What are your key goals and objectives in your work?

What should you have in place a year or three years from now?

How is your career going?

Is this the life-style that is most fulfilling to you?

Are you doing what you really want or need to do, from a deeper and longer-term perspective?

Project Planning

When to plan

those that still have your atten-tion even after you've determined their next actions

Those about which potentially useful ideas and supportive detail just show up

The Power of the Key Principles

The Power of the Collection Habit

improves the quality, communications and relationships, both person-ally and professionally

Benefits, Personal, understand the source of your negative feelings about all your stuff, Don't break the agreements with yourself, Don't make the agreement, Maintaining an objective inventory of your work makes it much easier to say no with integrity., Complete the agreement, It's a lot easier to complete agreements when you know what they are., Renegotiate the agreement, Lower your standarts, Keep the agreement — do it, Put it on a "Someday/Maybe" list

Creating the Option of Doing

Avoiding action decisions until the pressure of the last minute creates huge inefficiencies and unnecessary stress

The Value of a Next-Action Decision-Making Standard

Clarity, Talk does not cook rice. —Chinese, "So what's the next action here?"

Accountability, Too many meet-ings end with a vague feeling among the players that something ought to happen, and the hope that it's not their personal job to make it so.

Productivity, There are risks and costs to a program of action, but they are far less than the long-range ' risks and costs of comfortable inaction. —John F., model and train front-end next-action decision-making, Physical Allocation of resources, break through the barriers of the sophisticated creative thinking that can freeze activity, Productivity will improve only when individuals increase their operational responsiveness. And in knowledge work, that means clarifying actions on the front end instead of the back.

Empowerment

The Power of Outcome Focusing

Focus and the Fast Track

The Significance of Applied Outcome Thinking

The Magic of Mastering the Mundane

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