Overview

In this modern world, there is a paradox that seems to be popular to the majority of us: our
life quality has been enhanced considerably, but at the same time, we're more stressful than
before. There are too many things we need to do. ​Getting things done​ (2001) is here to help
you be more productive while reducing your stress level.

This book is perfect for

● procrastinators who want to change their lifestyles

● busy people who feel like they have too much work to do and not enough time
● everyone who wants to build an effective time management system

Who is the author?

David Allen (1945) is a productivity consultant and author. He is the founder of the David
Allen Company, which focuses on productivity, action management and executive coaching.
David has earned him Forbes' recognition as one of the top five executive coaches in the U.S.
The book ​Getting Things Done (2001)​ is one of his three best sellers.

Lessons in a nutshell

Our working pattern has changed dramatically and rapidly in the past twenty years. Now we
have far more complicated jobs than we used to have before. In ​Getting things done (2001),​
David Allen provided us with a new time management system to help us deal with such a
heavy workload.

In this summary, you'll discover

● how to accomplish more and keep track of work

● how to free your mind from being overload and stressful
 ● the way to achieve work-life balance

Chapters

1. New methods for a new reality

2. Five stages of controlling your workflow
3. Plan like a brain
4. Let's get blow away the cobwebs
5. Processing: don't bite off more than you can chew
6. Organizing your stuff
7. Review and control
8. It's time to get the ball rolling!

1. New methods for a new reality

Have you ever found yourself in a state of despair, as you had too many deadlines and no
time to rest? It's a paradox that nowadays people's life quality has been enhanced
considerably, but at the same time, they're more stressful than before. The stress that a lot of
people experience comes from inappropriately managed commitments - the "open loops".

These loops are several uncategorized agreements that we made with ourselves that we
haven't done yet. These can be as small as buying new household appliances to as big as
closing the deal with your clients. Our minds keep track of all these uncompleted "open
loops". The result is, we don't pay enough attention to present tasks. Here are some more
reasons.

In the first place, it's a matter of equilibration between demands and resources. Today, we
have such a considerable amount of new requirements while enduring insufficient resources.
People have too many things to handle but not enough time to get it all well-done.

Secondly, our working pattern has changed rapidly and dramatically over the past twenty
years. Our works are getting more and more complicated. For example, if you were a PR
executive, you would have to deal with not only traditional mails and text messages but also
emails, Instagram directs, Facebook inboxes, online reviewers, etc.

However, anyone can have an enormous number of things to do but still work productively
with a clear mind and a definite sense of relaxed control. The secret is at your hand, in this
getting-things-done system.

Quote: "​If you don't pay appropriate attention to what has your attention, it will take more of
your attention than it deserves.​"

2. Five stages of controlling your workflow

It doesn't matter what kind of task you have; there are still five stages you need to go through
to control your workflow effectively.

The first stage is known as ​"collect".​ You should know how to collect your tasks wisely,
which means knowing what you need to do and how to gather them. After you obtain the
right tasks, put them out of your mind by writing them down and putting them into a
getting-things-done system.

You know you've done it right when all your​ "open loops"​ are in a system out of your head
and being emptied regularly. Your mind is free. Some collection tools for you are: physical
in-basket (a tray, for example), paper-based/electronic/voice note-taking devices and email.

The next step is called ​"process"​. After collecting all our tasks and organizing them in the
right place, it's the time to ask yourself a question: are they actionable? In exact terms, can
you do something to get them done?

There are two options:​ yes​ or ​no​. If it's no, there are three possibilities: one, it's not essential
and should be deleted; two, it can wait to be done later (incubate); three, it can be useful in
the future (reference). If the answer is yes, then this task needs to be done. However, you
need to consider more thoroughly before getting started. Which project have you committed
to? Does it require more actions next?

If the task takes no more than two minutes to be done, then it should be completed as soon as
possible. If it requires more than two minutes, then ask a question:​ "Am I the right person to
do it?".​ If you are the right person, then delay it to solve later. If you're not, then delegate it to
someone who can do it better.

Then the third step - organize. To manage all the worth-doing tasks, you'll need to make a
list. The fourth step- also known as the critical success factor is "the weekly review". It's your
time to review your system, update the lists, get some tasks done. A review will keep you
updated. The most important thing here is the review helps you control all your stuff more
easily and clearly.

The last step, after you've got your things organized perfectly, there's nothing left but ​"do it!"​.

Quote: "​It does not take much strength to do things, but it requires a great deal of strength to
decide what to do. —Elbert Hubbard​"

3. Plan like a brain

People usually see "planning" in a not-very- natural way. We think we need some mystery
and complicated techniques to make a plan. But rarely does this kind of planning work. It
takes too much time to do. Good news is, you don't really need all this stuff to get things
done.

There is a more effective way to think about tasks, situations and everything that creates
maximum merit with minimal expenditure of effort and time. It's the "natural planning
model." A natural planning model focuses on your brain. Sounds pretty weird, but it works.

The natural planning model includes five main phases. The first one is ​"Purpose".​ Knowing
your purpose means deeply understand what you aim to achieve by doing your work. Why
are you going to your next meeting? The "why" question brings us lots of benefits. It defines
success; it motivates, it clarifies focus, aligns resources, and so on. If you're not sure why
you're doing your thing, you can never do enough of it.

The second phase is ​"Principles".​ Think of the policies that will be applied to your group. A
good reason for paying attention to principles is the clarity and reference point they provide
for positive behaviour. How do you need/want to work with others on this task to ensure its
success? While purpose gives you the direction and the motivation, principles define the
criteria for best behaviours.

The next phase is about your vision. Purpose and principles provide the impulsion and the
monitoring, but vision provides the most realistic view of the final result. Here are three
fundamental steps for developing a vision: view the project from beyond the completion date,
envision "wild success" and capture all the qualities you imagine in place.

Once you've clarified your vision, it's time to move to the ​"brainstorming"​ phase.
Brainstorming is about capturing your ideas. Mind-mapping, clustering, webbing, fish-boning
and patterning are some techniques for capturing what's in your head. Some brainstorming
keys are: don't judge or criticize; go for quality, not quantity and put analysis and
organization in the background. You should also know how to distribute your cognition.

The last phase is about organizing. Organize your tasks helps you see the relationships and
structure between the tasks. Only by organizing can you see through your system and make
the right choices.

Quote: "​You are the captain of your own ship; the more you act from that perspective, the
better things will go for you."​

4. Let's blow away the cobwebs

After you’ve known all the elements you’ll need, it’s time to make room for them. Just
knowing how to do all these things won’t bring you the result if you still stuck in your mess.
You have to do one more thing to facilitate the process- clean your mind.

First, you'll need a proper workspace. Many people found it so embarrassed by the chaos of
their desks. Many of us lose opportunities to be productive because we don't have a proper
place to work. A workplace that meets the standard should have enough essential processing
tools ( three paper holding tray, pens, plain paper, a stapler, file folders, a calendar, paper
clips, binder clips, scotch tape. rubber bands and wastebasket).

Second, you'll need to build a highly functional reference system. Maintain your at-hand
filing system can boost your work noticeably. Some critical factors below may help you.
Keep your important files within your reach. Build an alpha or minimal A-Z filing system.
Have a lot of new folders. Keep the drawers less than three-quarters full. Label your folders
with an auto label. Get high-quality cabinets. Get rid of hanging files.

After that, you need to gather all your stuff: physically and mentally. It's practical to collect
all your stuff before you start processing. It makes you realize the volume of your tasks, lets
you know when all these tasks will be done and help you remember everything you need to
do.

In physical gathering, you need to clean your physical environment by searching for things
that don't belong in their proper places and putting them in an "in-basket"-where you can
process them later. Start with your desktop then to your desk/workplace, shelves, walls and
floors.

Once you've cleaned up all the physical environment around you, you'll need to clean your
mind too. Take a seat and write down all the ideas that have been in your head. then process
them individually as we did in chapter two. Later on, you can review all these notes and
decide what to do with them.

Quote: "​The beginning is half of every action.​"

 5. Processing: don't bite off more than you can chew

Assuming that you've collected all the physical and mental things around you into an
"in-basket", it's now time to get into the bottom of it. Getting your lists empty does not mean
you have to finish all the tasks that you've collected. It just means identifying what each of
them is and what you're going to do with all these kinds of stuff.

The best way to gain control of this model is by actually doing it. But there are three simple
rules for you to follow. The first one is: process the top item first. The second rule is: process
one task at a time. Last but not least, never put anything back into the "in-basket".

The action step should be the very next physical thing to do. Determine what you need to do
in order to decide whether you should do it now or later. You have three choices once you
decide what the next step really is.

Option one: if the task takes less than two minutes, just do it. Option two, if somebody else,
not you, are the most appropriate person to do the job, delegate it. Option three: defer this
task into your system so you can do it later. The actions you've delegated or deferred made up
a "pending" group. This group's tasks still need to be organized in your system.

When you've finished this process, you'll achieve some main results. You'll get rid of the
trash you don't need and the tasks that don't fit you. All the less-than-two-minutes actions
have been done. You've got a thorough look at all your planning system and identified any
larger commitments you have.

Quote: "​It seems that there's a part of our psyche that doesn't know the difference between an
agreement about cleaning the garage and an agreement about buying a company."​

6. Organizing your stuff

Having a well-organized system gives you tremendous power as it allows your brain to let go
of lousy thoughts and graduate to automatic focusing, undistracted by things that haven't been
properly dealt with. To organize your system, you'll need to create lists and group things
together.

There are seven primary types of things that you'll manage: a "project" list, project support
material, calendared actions and information, "new actions" list, a "waiting for" list, reference
material and a "someday/maybe" list. Your list should mean nothing more than a group of
similar items.

Some of us have been making a list for such a long time but haven't found the most effective
way. It was because they made complicated lists that somehow wasn't flexible and practical.
For example, if you only have your computer at the office, you shouldn't make tasks that
require using a computer often as you won't be able to do it at home.

However, that doesn't mean you should make a primitive list. Many actions can only be done
in a specific place, and it makes sense to keep your lists specific to that situation. There are
some familiar ways to sort your lists. One effective way is to divide your list into personal
and professional categories, but don't forget to review the personal list as cautiously as the
other list. Don't save them for weekends.

In this process, you'll need help from a calendar. Some tasks must be completed on a
particular day at a specific time. Besides, some tasks have to be done as soon as possible, and
they must be put in a special list. For example, emails that need to be sent can be listed in the
"at computer" category of the list, and that list should be placed around the computer.

Quote: "​Too much information creates the same result as too little: you don't have what you
need, when and in the way you need it."​

7. Review and control

You should review your planning system often to make sure you're doing all your tasks right
and keep track of your workflow. It's essential to know what to review and when to look at it.

The first thing you need to look at is your calendar. The calendar is where you put all the
emergency/ special tasks that need to be done on time. Next thing to look at is your action
lists. These lists should be reviewed regularly in order to see whether you have an action that
could be doing in the present or not.

Another important step in reviewing is updating your system, since it's hard to get things
done when your list is out of date. You should review your system at least once a week to
make sure everything is alright.

A weekly review will bring you a lot of good results. It helps you clarify what's going on, get
your head empty again and find out what doesn't work so that you can update your system. It
can also help you to get your project under control.

Getting your projects under control is knowing which ones should you be planning. There are
two kinds of them: the first ones are the ones you're still paying attention to after you've
determined their next actions. The other ones are the ones about which potentially useful
ideas show up. To apply this, you should keep your "project" list updated as regularly as the
"next actions" list.

Quote: "​Anything that causes you to overreact or underreact can control you, and often does.
Most people give either more or less attention to things than they deserve, simply because
they don't operate with a mind like water.​ "

8. It's time to get the ball rolling!

A vast majority of us often choose what to do by listening to our hearts. But this method
doesn't work most of the time. Luckily, three fundamental frameworks below can be
beneficial in the context of deciding your actions.
The first framework is about how to choose your actions at the moment by deciding four
factors: context, time, energy available and priority. The second framework is made of three
elements to help you evaluate your daily work: doing predefined action, doing work as it
shows up and defining your work.

The last one is about a six-level model that you may need to review your work. This model is
designed as a runway, which is similar to your current action progress. This model has six
significant milestones: 50k feet: life; 40k feet: three-five year visions; 30k feet: one-two year
goals; 20k feet: areas of responsibility and 10k feet: current projects. Your priority should go
from the top down. However, there can be some situations when you should go from the
bottom up.

It's now time to take a look at all the benefits you could gain from the Getting Things Done
system. Firstly, this system helps you keep your mind distraction-free, bring you a new level
of effectiveness. The system also offers a way for everyone to stop breaking their
subconscious agreements with themselves, feel good and control their things.

Secondly, this system can provide you with your next-action decisions, that may help you:
clarify what you need to do next, finding the one who is responsible for the actions, become
more productive and powerful.

Nevertheless, it’s always easier said than done. Problems or conflicts will not go away by
themselves because they remain inherent as you try to change anything in this world. This
getting-things-done system, however, will provide the focus and framework for addressing
them in the most productive way.

Quote: "​The substantive issue is how to make appropriate choices about what to do at any
point in time."

Epilogue
The art of getting things done has been revealed. By following these steps, people can easily
manage their workflow, finish their tasks more effectively and stress-free. But the heart of all
this long process lies in your willing to do, starting with the will power to take action. Don't
hesitate. Dare yourself to try, just by a little change in the way you classify things; you can
master the art of getting things done and change the game of your life.

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