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Reading GTD da Mind Map: Reading GTD

1. The Natural Planning Model

1.1. 1. Defining purpose and principles

1.1.1. Why? Benefits Defines success Creates decision-making criteria Aligns resources Motivates Clarifies focus Expands options

1.2. 2. Outcome visioning

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

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

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

1.2.4. What would yoyr Web site really look like?

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

1.3. 3. Brainstorming

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

1.3.2. Techniques Mind-mapping Clustering Pattering Webbing Fish-boning

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

1.4. 4. Organizing

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

1.4.2. A project plan identifies the smaller outcomes

1.5. 5. Identifying next actions

2. The key ingredients Of relaxed control

2.1. Cleary defined outcomes (projects)

2.2. Actions required to move projects forward

2.3. Reminders

3. Three Models for Making Action Choices

3.1. The Four-criteria model for choosing actions

3.1.1. Context

3.1.2. Time available

3.1.3. 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

3.1.4. Priority

3.2. The Threefold Model for Evaluating Daily Work

3.2.1. Doing predefined work

3.2.2. Doing work as it shows up

3.2.3. Defining your work

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

3.3.1. Runaway: Current actions Список всех next actions

3.3.2. 10,000 feet: Current projects Short-term goals

3.3.3. 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

3.3.4. 30,000 Feet: One- or Two-Year Goals

3.3.5. 40,000 Feet: Three- to Five-Year Vision Organization strategies Environmental trends Career Life-transition

3.3.6. 50,000+ Feet: Life Why do your company exist? Why do you exist?

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

3.3.8. 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

3.3.9. "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."

4. Setting up

4.1. Time

4.1.1. Weekends No interruptions They're double the time No after hours

4.2. Workspace

4.2.1. Dedicated workspace

4.2.2. In-basket

4.2.3. Space at office Critical to organize your work

4.2.4. Space at home Critical to organize your life

4.2.5. Micro-office-in-transit

4.2.6. Don't share space

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

4.3. Tools

4.3.1. 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

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

5. Organizing Nonactionable Data

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

5.2. Reference Material

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

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

6. Checklists

6.1. internal commitments and areas of attention

6.1.1. First, Clarify Inherent Projects and Actions

6.2. Blueprinting Key Areas of Work and Responsibility

6.2.1. Career goals Team morale Processes Timelines Staff issues Workload Communication

6.2.2. Service

6.2.3. Family

6.2.4. Relationships

6.2.5. Community

6.2.6. Health and energy

6.2.7. Financial resources

6.2.8. Creative expression

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

6.4. Be open to creating any kind of checklist

6.5. To spark your creative thinking

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

6.5.2. Job Areas of Responsibility (key responsibility areas)

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

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

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

6.5.6. Clients

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

6.5.8. Focus Areas (key life roles and responsibilities)

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

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

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

7. Project Planning

7.1. When to plan

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

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

8. The Power of the Key Principles

8.1. The Power of the Collection Habit

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

8.1.2. Benefits Personal understand the source of your negative feelings about all your stuff

8.2. Creating the Option of Doing

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

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

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

8.3.2. 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.

8.3.3. 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.

8.3.4. Empowerment

8.4. The Power of Outcome Focusing

8.4.1. Focus and the Fast Track

8.4.2. The Significance of Applied Outcome Thinking

8.4.3. The Magic of Mastering the Mundane

9. The Reactive Planning Model

9.1. Typical

9.1.1. Action!

9.1.2. Work harder!

9.1.3. Overtime!

9.1.4. More people!

9.1.5. Get busier!

9.2. We need to get organized!

9.3. Boxes around the problem

9.4. More boxes and labels

9.5. Redrawing boxes and labels

10. The Unnatural Planning Model

10.1. Starting with ideas is bad

10.1.1. Opens door for Egos Politics Hidden agendas

10.1.2. Most verbally agressive will run the show

11. Next action categories

11.1. Calendar

11.1.1. Time-specific actions Appointments

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

11.1.3. Day-specific information Not necessarily actions Useful information

11.1.4. No daily to-do lists

11.1.5. Using the Calendar for Future Options Triggers for activating projects Special events with a certain lead time for handling 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 Events you might want to participate in Decision catalysts Should go on Typical decision areas Use The "Tickler" File

11.2. Next action lists

12. The Weekly Review

12.1. Critical Success Factor

12.2. Gather and process all your "staff"

12.3. Review your system

12.4. Update your lists

12.5. Get clean, clear, current, and complete

13. Sort of projects

13.1. 80% — full planning in your head

13.1.1. Need a new stockbroker

13.1.2. Call a friend

13.1.3. Set up a printer

13.2. 15% — require at least some external form of brainstorming

13.3. 5% — need the deliberate application of one or more of the five phases of the natural planning model

14. Nonactionable Items

14.1. Trash

14.2. Incubation

14.3. Someday / Maybe

15. GTD Process Steps

15.1. Gathering

15.1.1. 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.

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

15.1.3. Already have list or system? Treat them as "in"

15.1.4. 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

15.2. Getting "In" to Empty

15.2.1. Doesn't mean doing all the actions

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

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

15.3. Next Action

15.3.1. 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

15.3.2. 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 Internal thinking Tasks list looks like "Meeting with the banquet committee" "Johnny's birthday" "Receptionist" "Slide presentation"

15.3.3. Options Do it (less than 2 minutes) E-mail replies Calls Catalog browsing Notes Improve computer skills Defer it Do it Pending Delegate it Record the date (started / due) Systematic format Workflow

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

16. Things to track and manage

16.1. A "Projects" list

16.2. Project support material

16.3. Calendared actions and information

16.4. "Next Actions" lists

16.5. A "Waiting For" list

16.6. Reference material

16.7. A "Someday/Maybe" list

16.7.1. 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

16.7.2. 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!)

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

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

17. The commom categories of action

17.1. Calls

17.1.1. write the phone number itself alongside each item

17.2. At Computer

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

17.4. Errand's

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

17.6. At Home

17.7. "Agendas" (for people and meetings)

17.8. Read/Review

18. Documents

18.1. Actionable

18.1.1. Categories by actions needed

18.2. Non actionable (reference material)

19. Managing Email-based Workflow

19.1. Folders

19.1.1. @ Waiting For

19.1.2. @ Reference

19.1.3. @ Action

20. Projects

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

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

20.3. Real value — complete review

20.4. Some Common Ways to Subsort Projects

20.4.1. Personal / Professional

20.4.2. Delegated Projects

20.4.3. Specific Types of Projects

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

20.6. Support materials

20.6.1. Store background data separately Facts Historical Data

20.6.2. Project Ideas

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

20.7. Ad Hoc Project Thinking

21. Review: Keeping your system functional

21.1. What to look at, when

21.1.1. 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

21.1.2. Look at your calendar and daily tickler folder

21.1.3. Action lists for your current context

21.2. Updating your system

21.2.1. 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

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

21.4. The "Bigger Picture" Reviews

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

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

21.4.3. How is your career going?

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

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

22. П