Merlin Mann | Aug 8 2008
The other day, I was talking with someone who is trying to encourage a Getting Things Done-like work approach amongst the people on his team. We started talking about which parts of David Allen's GTD system appear to have the greatest long-term impact on the people who have adopted it and who ultimately stick with it for years.
When asked to distill everything down to its most powerful concepts, I came up with three, and here's how I'd summarize each:
While I think stuff like ubiquitous capture, the Natural Planning Model, the Two-Minute Rule, and many other bits are arguably as important, these are the three things that I feel have the biggest impact on how people's results change over time.read more »
Matt Wood | Dec 19 2007
I thought for sure the one thing that would nag me about the iPhone when I finally got one was its lack of a to-do list app. To my surprise though (and maybe it makes sense, as I'll explain), now that I have an iPhone I haven't felt the need for a to-do app at all. It's an egregious omission for most people to be sure, but for me it's turned out to be a non-issue. To understand why, I need to provide some context.read more »
Ethan Schoonover | Sep 24 2007
GTD is all about rapid, intuitive selection of what you need to be working on now. Whip out your context list appropriate for the time-place-opportunity-space you are in now. Scan through it, then do.
For the longest time I was having a problem with this. I'd scan through my context lists and I'd see things like:read more »
Merlin Mann | Nov 14 2006
In implementing Getting Things Done, you're wise to understand that words are powerful things. And the king of words in GTD, as in life, is the verb.
How you articulate an activity or how you choose to frame a project within the context of your larger life and work will say a lot about how successful you can be in turning all your "stuff" into atomic actions that will work in support of valuable outcomes. This starts with simple things like beginning next actions with a physical verb, but there's actually a lot more subtlety (and potential confusion) to it.
In fact, one of the hang-ups that many people encounter in planning their work in GTD is that, no matter how hard they try, they can never seem to get the distinction between single-action verbs and the larger "look-into" style projects that may require sub-actions. This comes up a lot, and it can lead to frustration and untold friction.
Well, if you've ever shared this affliction of not knowing your verbs from a hole in the ground, I have some rare and unexpected GTD gold.
Buried in the companion booklet for the Getting Things Done FAST! CD set (currently out of print) is one of the more useful bits of GTD instruction I've seen outside the book. It's a list of "Project Verbs" versus "Next-Action Verbs" and, man, is it ever useful.read more »
Merlin Mann | Oct 15 2006
I love this term, because, in his humorous way, David captures how any thing we want to accomplish in this world eventually has to manifest itself in an intentional physical activity. Seemingly over-huge super-projects like "World Peace," "Cancer Cure," or "Find Mutually Satisfying Vehicle for Jim Belushi" all still come down to physical actions, such as picking up a phone or typing an email.
And David is wise, in that interview, also to highlight the importance of what he refers to as a "'look-into' project," which just means that even deciding if a project is interesting and useful to undertake can be a project in itself. It also means that, even with an outcome of "deciding," that meta-project still consists solely of physical actions. In this case, it's the physical actions that help you locate the additional information you'll need to make a timely and wise decision about whether to proceed at all. In sum, no matter what, it all still should come back to widgets and how they get cranked.
Like a lot of you, I've struggled with how you turn "thinky work" into physical action widgets, but here are a few of my favorite task-verbs to get you started in the right direction. They're presented here in a rough approximation of the order in which I use them in my own "look-into" projects:read more »
Merlin Mann | Sep 13 2005
Merlin Mann | Sep 12 2005
Since new folks visit 43F each day, I thought it might be valuable to return to one of our most popular evergreen topics to review some "best practices" for keeping a good to-do list. While a lot of this might be old hat to some of you, it's a good chance to review the habits and patterns behind one of the most powerful tools in the shed. Part 2 appears tomorrow (Update: now available). (N.B.: links to previous posts related to these topics are provided inline)
In my own experience wrangling life's entropic challenges, some of my best gains have come from maintaining a smart, actionable, and updated accounting of all the things I've committed myself to doing. While the quality of that list may vary from day to day, it's the best place to train my focus whenever things are starting to feel out of control. In fact, the health of my to-do list usually mirrors the health of my productivity (as well as the barometric pressure of my stress). On the good days, my to-do list has a living quality that helps guide my decisions and steers me through unexpected changes in priority or velocity. And on the crummy days, it becomes the likely suspect when I need to quickly reassess the state of the union and make changes.
While you can argue for the flavor and approach to task management that best suits your style (and your personal suck), it's hard to disparage the benefits that come from getting task commitments out of your brain and into a consistent location. One list scribbled on one busy day is not necessarily the answer (although it can be a lifesaver). Try thinking of your to-do list as an evolving plan for responsibly focusing your effort and attention in the near future.read more »
Merlin Mann | Aug 18 2005
Merlin Mann | May 23 2005
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