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Reading GTD by Mind Map: Reading GTD

1. The Reactive Planning Model

1.1. Typical

1.1.1. Action!

1.1.2. Work harder!

1.1.3. Overtime!

1.1.4. More people!

1.1.5. Get busier!

1.2. We need to get organized!

1.3. Boxes around the problem

1.4. More boxes and labels

1.5. Redrawing boxes and labels

2. The Unnatural Planning Model

2.1. Starting with ideas is bad

2.1.1. Opens door for

2.1.1.1. Egos

2.1.1.2. Politics

2.1.1.3. Hidden agendas

2.1.2. Most verbally agressive will run the show

3. The Natural Planning Model

3.1. 1. Defining purpose and principles

3.1.1. Why?

3.1.1.1. Benefits

3.1.1.1.1. Defines success

3.1.1.1.2. Creates decision-making criteria

3.1.1.1.3. Aligns resources

3.1.1.1.4. Motivates

3.1.1.1.5. Clarifies focus

3.1.1.1.6. Expands options

3.2. 2. Outcome visioning

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

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

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

3.2.4. What would yoyr Web site really look like?

3.2.5. Three basic steps

3.2.5.1. 1. View the project beyond the competition date

3.2.5.2. 2. Envision "WILD SUCCESS"!

3.2.5.3. 3. Capture features, aspects, qualities you imagine in place

3.3. 3. Brainstorming

3.3.1. How?

3.3.1.1. Ideas in random order

3.3.1.1.1. Little ones

3.3.1.1.2. Big ones

3.3.1.1.3. Not-so-good

3.3.1.1.4. Good

3.3.2. Techniques

3.3.2.1. Mind-mapping

3.3.2.2. Clustering

3.3.2.3. Pattering

3.3.2.4. Webbing

3.3.2.5. Fish-boning

3.3.3. Keys

3.3.3.1. Don't judge, challenge, evaluate, or criticize

3.3.3.2. Go for quantity, not quality

3.3.3.3. Put analysis and organization in the background

3.3.3.4. DO NOT KILL CREATIVITY

3.4. 4. Organizing

3.4.1. Key steps

3.4.1.1. Identify the significant pieces

3.4.1.2. Sort by

3.4.1.2.1. Components

3.4.1.2.2. Sequences

3.4.1.2.3. Priorities

3.4.1.3. Detail of the required degree

3.4.2. A project plan identifies the smaller outcomes

3.5. 5. Identifying next actions

4. Next action categories

4.1. Calendar

4.1.1. Time-specific actions

4.1.1.1. Appointments

4.1.2. Day-specific actions

4.1.2.1. Things to do sometime on a certain day

4.1.3. Day-specific information

4.1.3.1. Not necessarily actions

4.1.3.2. Useful information

4.1.4. No daily to-do lists

4.1.5. Using the Calendar for Future Options

4.1.5.1. Triggers for activating projects

4.1.5.1.1. Special events with a certain lead time for handling

4.1.5.1.2. 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?)

4.1.5.1.3. Key dates for significant people that you might want to do some-thing about

4.1.5.2. Events you might want to participate in

4.1.5.3. Decision catalysts

4.1.5.3.1. Should go on

4.1.5.3.2. Typical decision areas

4.1.5.4. Use The "Tickler" File

4.2. Next action lists

5. The Weekly Review

5.1. Critical Success Factor

5.2. Gather and process all your "staff"

5.3. Review your system

5.4. Update your lists

5.5. Get clean, clear, current, and complete

6. The key ingredients Of relaxed control

6.1. Cleary defined outcomes (projects)

6.2. Actions required to move projects forward

6.3. Reminders

7. Three Models for Making Action Choices

7.1. The Four-criteria model for choosing actions

7.1.1. Context

7.1.2. Time available

7.1.3. Energy available

7.1.3.1. keep an inventory of things that need to be done that require very little mental or creative horsepower

7.1.3.2. End of day / low energy

7.1.3.2.1. Casual reading

7.1.3.2.2. Change reservation

7.1.3.2.3. Process expense receipts

7.1.3.2.4. Data entry

7.1.3.2.5. Backups

7.1.3.3. High energy

7.1.3.3.1. Call prospective clients

7.1.3.3.2. Drafting

7.1.4. Priority

7.2. The Threefold Model for Evaluating Daily Work

7.2.1. Doing predefined work

7.2.2. Doing work as it shows up

7.2.3. Defining your work

7.3. The six-level model for reviewing your own work

7.3.1. Runaway: Current actions

7.3.1.1. Список всех next actions

7.3.2. 10,000 feet: Current projects

7.3.2.1. Short-term goals

7.3.3. 20,000 feet: Areas of responsibility

7.3.3.1. Job

7.3.3.1.1. Strategic planning

7.3.3.1.2. Administrative support

7.3.3.1.3. Staff development

7.3.3.1.4. Market research

7.3.3.1.5. Customer service

7.3.3.1.6. Asset management

7.3.3.2. Personal life

7.3.3.2.1. Health

7.3.3.2.2. Family

7.3.3.2.3. Finances

7.3.3.2.4. Home environment

7.3.3.2.5. Spirituality

7.3.3.2.6. Recreation

7.3.4. 30,000 Feet: One- or Two-Year Goals

7.3.5. 40,000 Feet: Three- to Five-Year Vision

7.3.5.1. Organization strategies

7.3.5.2. Environmental trends

7.3.5.3. Career

7.3.5.4. Life-transition

7.3.6. 50,000+ Feet: Life

7.3.6.1. Why do your company exist?

7.3.6.2. Why do you exist?

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

7.3.8. 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

7.3.9. "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."

8. Sort of projects

8.1. 80% — full planning in your head

8.1.1. Need a new stockbroker

8.1.2. Call a friend

8.1.3. Set up a printer

8.2. 15% — require at least some external form of brainstorming

8.3. 5% — need the deliberate application of one or more of the five phases of the natural planning model

9. Setting up

9.1. Time

9.1.1. Weekends

9.1.1.1. No interruptions

9.1.1.1.1. They're double the time

9.1.1.2. No after hours

9.2. Workspace

9.2.1. Dedicated workspace

9.2.2. In-basket

9.2.3. Space at office

9.2.3.1. Critical to organize your work

9.2.4. Space at home

9.2.4.1. Critical to organize your life

9.2.5. Micro-office-in-transit

9.2.6. Don't share space

9.2.7. "Hoteling" concept is not working

9.2.7.1. People wanted their own staff

9.2.7.2. Non-zero ressistance against system

9.3. Tools

9.3.1. Good tool

9.3.1.1. Not expensive

9.3.1.2. More "executive" it looks, more dysfunctional it really is

9.3.1.3. Use tool you love to use

9.3.1.4. Always label your files

9.3.1.5. Alpha labeling is the most effective tool

9.3.2. Success factors for filling

9.3.2.1. Fast

9.3.2.1.1. You should file in 60 secs or you'll stack

9.3.2.2. Fun

9.3.2.3. Easy

9.3.2.4. Current

9.3.2.5. Complete

10. Nonactionable Items

10.1. Trash

10.2. Incubation

10.3. Someday / Maybe

11. GTD Process Steps

11.1. Gathering

11.1.1. Reasons to gather everything before processing it

11.1.1.1. A sense of the volume of the stuff you have to deal with

11.1.1.2. You see the end of a tunnel

11.1.1.3. All stuff in one place without "somewhere"

11.1.1.4. anything that is held only in "psychic RAM" will take up either more or less attention than it deserves

11.1.1.5. The reason to collect everything is not that everything is equally important

11.1.1.6. How will you know when there's nothing left? When nothing else shows up as a reminder in your mind.

11.1.2. Objectives

11.1.2.1. Get everything into "in"

11.1.2.2. As quickly as possible

11.1.2.3. Do not process (do it later in "processing mode")

11.1.2.4. Organize into chunks

11.1.3. Already have list or system?

11.1.3.1. Treat them as "in"

11.1.4. The Result

11.1.4.1. trashed what you don't need

11.1.4.2. completed any less-than-two-minute actions

11.1.4.3. handed off to others anything that can be delegated

11.1.4.4. sorted into your own organizing system reminders of actions that require more than two minutes

11.1.4.5. identified any larger commitments (projects) you now have, based on the input

11.2. Getting "In" to Empty

11.2.1. Doesn't mean doing all the actions

11.2.2. Processing Guidelines

11.2.2.1. Process the top item first

11.2.2.2. Process one item at a time

11.2.2.3. Never put anything back into "in"

11.2.3. Mistakes

11.2.3.1. "process" does not mean "spend time on"

11.2.3.2. Emergency Scanning Is Not Processing

11.3. Next Action

11.3.1. No action?

11.3.1.1. Trash

11.3.1.2. Items to incubate

11.3.1.2.1. Write them on a "Someday/Maybe" list

11.3.1.2.2. Put them on your calendar or in a "tickler" file.

11.3.1.3. Reference material

11.3.2. Typical Mistakes

11.3.2.1. Deciding isn't really an action, because actions take time, and deciding doesn't

11.3.2.2. There's always some physical activity that can be done to facilitate your decision-making

11.3.2.3. Ninety-nine percent of the time you just need more information before you can make a decision

11.3.2.3.1. External sources

11.3.2.3.2. Internal thinking

11.3.2.4. Tasks list looks like

11.3.2.4.1. "Meeting with the banquet committee"

11.3.2.4.2. "Johnny's birthday"

11.3.2.4.3. "Receptionist"

11.3.2.4.4. "Slide presentation"

11.3.3. Options

11.3.3.1. Do it (less than 2 minutes)

11.3.3.1.1. E-mail replies

11.3.3.1.2. Calls

11.3.3.1.3. Catalog browsing

11.3.3.1.4. Notes

11.3.3.1.5. Improve computer skills

11.3.3.2. Defer it

11.3.3.2.1. Do it

11.3.3.2.2. Pending

11.3.3.3. Delegate it

11.3.3.3.1. Record the date (started / due)

11.3.3.3.2. Systematic format

11.3.3.3.3. Workflow

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

12. Things to track and manage

12.1. A "Projects" list

12.2. Project support material

12.3. Calendared actions and information

12.4. "Next Actions" lists

12.5. A "Waiting For" list

12.6. Reference material

12.7. A "Someday/Maybe" list

12.7.1. Typical Categories

12.7.1.1. Things to get or build for your home

12.7.1.2. Hobbies to take up

12.7.1.3. Skills to learn

12.7.1.4. Creative expressions to explore

12.7.1.5. Clothes / accessories to buy

12.7.1.6. Toys / gears to acquire

12.7.1.7. Trips to take

12.7.1.8. Organizations to join

12.7.1.9. Service projects to contribute to

12.7.1.10. Things to see and do

12.7.2. Special Categories

12.7.2.1. Food—recipes, menus, restaurants, wines

12.7.2.2. Children — things to do with them

12.7.2.3. Books to read

12.7.2.4. CDs to buy

12.7.2.5. Videos to buy / rent

12.7.2.6. Cultural events to attend

12.7.2.7. Gift ideas

12.7.2.8. Garden ideas

12.7.2.9. Web sites to surf

12.7.2.10. Weekend trips to take

12.7.2.11. Meeting ideas

12.7.2.12. Party ideas

12.7.2.13. Ideas—Misc. (meaning you don't know where else to put them!)

12.7.3. Not for "Hold and Review" Files and Piles

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

13. The commom categories of action

13.1. Calls

13.1.1. write the phone number itself alongside each item

13.2. At Computer

13.3. "On-line" (need Internet connection)

13.4. Errand's

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

13.6. At Home

13.7. "Agendas" (for people and meetings)

13.8. Read/Review

14. Documents

14.1. Actionable

14.1.1. Categories by actions needed

14.2. Non actionable (reference material)

15. Managing Email-based Workflow

15.1. Folders

15.1.1. @ Waiting For

15.1.2. @ Reference

15.1.3. @ Action

16. Projects

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

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

16.3. Real value — complete review

16.4. Some Common Ways to Subsort Projects

16.4.1. Personal / Professional

16.4.2. Delegated Projects

16.4.3. Specific Types of Projects

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

16.6. Support materials

16.6.1. Store background data separately

16.6.1.1. Facts

16.6.1.2. Historical Data

16.6.2. Project Ideas

16.6.3. Tools

16.6.3.1. Attached Notes

16.6.3.2. E-mail and Databases

16.6.3.3. Paper-Bases Files

16.6.3.4. Pages in Notebook

16.7. Ad Hoc Project Thinking

17. Organizing Nonactionable Data

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

17.2. Reference Material

17.2.1. The Variety of Reference Systems

17.2.1.1. General-reference filing—paper and e-mail

17.2.1.2. Large-category filing

17.2.1.3. Rolodexes and contact managers

17.2.1.4. Libraries and archives

17.2.2. Criterias

17.2.2.1. Simple library of data

17.2.2.2. Not reminders for actions / projects / priorities

17.2.2.3. Easy retrievable

18. Checklists

18.1. internal commitments and areas of attention

18.1.1. First, Clarify Inherent Projects and Actions

18.2. Blueprinting Key Areas of Work and Responsibility

18.2.1. Career goals

18.2.1.1. Team morale

18.2.1.2. Processes

18.2.1.3. Timelines

18.2.1.4. Staff issues

18.2.1.5. Workload

18.2.1.6. Communication

18.2.2. Service

18.2.3. Family

18.2.4. Relationships

18.2.5. Community

18.2.6. Health and energy

18.2.7. Financial resources

18.2.8. Creative expression

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

18.4. Be open to creating any kind of checklist

18.5. To spark your creative thinking

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

18.5.2. Job Areas of Responsibility (key responsibility areas)

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

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

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

18.5.6. Clients

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

18.5.8. Focus Areas (key life roles and responsibilities)

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

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

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

19. Review: Keeping your system functional

19.1. What to look at, when

19.1.1. 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

19.1.2. Look at your calendar and daily tickler folder

19.1.3. Action lists for your current context

19.2. Updating your system

19.2.1. Weekly Review

19.2.1.1. rise up at least to "10,000 feet"

19.2.1.2. block out two hours early every Friday afternoon for the review

19.2.1.3. Three factors make this an ideal time

19.2.1.3.1. Events of the week are still fresh

19.2.1.3.2. You stool have time to reach people at work

19.2.1.3.3. Clear your psychic decks before weekends

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

19.4. The "Bigger Picture" Reviews

19.4.1. What are your key goals and objectives in your work?

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

19.4.3. How is your career going?

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

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

20. Project Planning

20.1. When to plan

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

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

21. The Power of the Key Principles

21.1. The Power of the Collection Habit

21.1.1. improves the quality

21.1.1.1. communications and relationships, both person-ally and professionally

21.1.2. Benefits

21.1.2.1. Personal

21.1.2.1.1. understand the source of your negative feelings about all your stuff

21.2. Creating the Option of Doing

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

21.3. The Value of a Next-Action Decision-Making Standard

21.3.1. Clarity

21.3.1.1. Talk does not cook rice. —Chinese

21.3.1.2. "So what's the next action here?"

21.3.2. Accountability

21.3.2.1. 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.

21.3.3. Productivity

21.3.3.1. 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.

21.3.3.2. model and train front-end next-action decision-making

21.3.3.3. Physical Allocation of resources

21.3.3.4. break through the barriers of the sophisticated creative thinking that can freeze activity

21.3.3.5. 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.

21.3.4. Empowerment

21.4. The Power of Outcome Focusing

21.4.1. Focus and the Fast Track

21.4.2. The Significance of Applied Outcome Thinking

21.4.3. The Magic of Mastering the Mundane

22. П