I've never thought of the inside/outside way of looking at purpose and higher altitudes (i.e. 30-50,000ft). This is a really nice way of thinking about it. The German 'Gestalt' is richer than the English form/shape/structure and captures a lot that gets lost in translation.

The only one thing I would add to the fractal concept is to suggest two things:

1. Adding 'Standards' that establish the parameters for the project. You may have a successful outcome that consists of having a clean room, but if you assigned that task to somebody else, you would want to make sure they knew what your standards were for how to go about cleaning it (e.g. Make sure to?, Make sure to not?).

2. Dividing Actions connected to projects into one of three categories: Mission-Critical, Key Milestones, or Deliverables. This takes advantage of the fact that different actions of a project call for different kinds of organization. Mission-Critical consists of the critical pieces of the project that get sorted by priority. Key Milestones consist of pieces of the project that require sequence (i.e. they have to be sorted by first do this, second do this, etc.) It confuses the mind to have actions that require sorting by sequence with actions that require sorting by priority/importance. And Deliverables consist of any actions that don't need to be sorted by priority/importance or sequence and just get sorted to the required degree.

These are two elements of the GTD-methodology it took me a long time to realize I needed in my system. David Allen mentions them on pp. 58-59 of his _Getting Things Done_ book. They are one of many examples of things in that book I had that experience of "Do I really have to do 'that' part of your system?" and subsequently discovered that I did.

Todd