MASTERING WORKFLOW SERIES: LEVEL ONE

FUNDAMENTALS
Course Workbook
 FUNDAMENTALS
MASTERING WORKFLOW SERIES: LEVEL 1

Course Workbook

DATE

NAME

CONTACT INFORMATION
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 MASTERING WORKFLOW SERIES: LEVEL 1 | FUNDAMENTALS | COURSE WORKBOOK

TABLE OF CONTENTS

FUNDAMENTALS COURSE WORKBOOK

1 INTRODUCTION
6 PRODUCTIVE EXPERIENCE
9 STEP 01: CAPTURE
12 STEP 02: CLARIFY
16 STEP 03: ORGANIZE
20 STEP 04: REFLECT
21 STEP 05: ENGAGE
25 CLOSING

26 Getting Things Done Glossary

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 FUNDAMENTALS | INTRODUCTION

INTRODUCTION

COURSE AGENDA
 Introduction
 Productive Experience
 Overview
 Step 01: Capture
 Step 02: Clarify
 Step 03: Organize
 Step 04: Reflect
 Step 05: Engage
 Closing
LEARNING OBJECTIVES
Describe key principles and concepts of the GTD
Describe the five steps of Mastering Workflow
Explain the thinking process for clarifying outcomes and next actions
Identify and take the immediate next actions necessary to install the GTD methodology

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 FUNDAMENTALS | INTRODUCTION

COURSE OVERVIEW
This course is designed to acquaint you with the core principles and techniques of stress-free
productivity.

The essence of this methodology is the ability to achieve and maintain a distraction-free state of
mind, in any situation, which allows for optimal use of your creative energy. It will apply equally to
managing a surprising situation at work, being fully present in a conversation with your daughter, and
staying on top of your finances.

The information in the course is easy to understand and the techniques are immediately applicable to
the current realities of your life and work.

The path to a distraction-free mind is actually quite simple, though not simplistic. Keeping things you
need or want to do out of your head, deciding the actions you need to take, and organizing the
reminders for a current view of all of your commitments and interests—these are not difficult things to
do. But they are not automatic—conscious effort must be applied, and the challenge is developing
the habits to keep them going amidst a world of pressures that can easily take precedence.

Today you will experience the five steps for gaining and sustaining control and clarity. You will hear
and see the principles and key techniques of each, experiment briefly with them for yourself, and
have a suggested path for your practical applications after the course.

These fundamentals are the gateway to the lifelong art of staying clear and on top of you world, no
matter what. In our experience with many thousands of people around the world, every aspect of this
methodology has many levels of subtly and sophistication to explore. Mastering these core elements
will unlock even more opportunities for new levels of your success.

We’re delighted to have you join us on this path of GTD Mastery.

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PATH OF GTD MASTERY FUNDAMENTALS | INTRODUCTION

GTD is actually a lifelong endeavor with multiple levels of mastery. It is very similar to playing an
instrument like the violin, a sport like tennis, or a game like chess. It’s like mathematics, pottery, art
history, or even parenting. With all of these endeavors there are a set of moves and techniques to
learn and apply, and there’s no end to how good you can get or how many subtleties there are to
explore.

GTD is the art of dealing with the flow of life’s work, which itself is constantly evolving for any of us, at
any age or station. It’s about identifying and navigating your commitments and interests from a state
of confidence and flow. Your work and focus will change, often dramatically, over time. But engaging
with all of it masterfully is an art that can be learned, practiced, and refined over a lifetime.

“Mastery” does not refer to some final end state of a zen-like peacefulness and enlightenment on a
mountaintop (though that could be nice). Rather, it’s the demonstrated ability to achieve clarity,
stability, and focus when desired or required—no matter what. The tests of that ability will show up
when things are unclear, unstable, and distracted. And those are natural and normal symptoms of any
change in your world. The idea of “mind like water” doesn’t assume that water is always undisturbed.
On the contrary, water engages appropriately with disturbance, versus fighting against it. So the path
of mastery of GTD is reflected in the ability to apply its principles and techniques to the ever-greater
complexities and subtleties of your life and work as you mature. Disturbance can range from dealing
with your homework in the 6th grade to the demands of your new job to the vague sense of
uneasiness about what to do when you retire.

GTD mastery involves learning and incorporating its various best practices, and then integrating them
together in a holistic manner, producing a much more dynamic experience than simply the sum of the
parts. Much like learning the separate components of tennis, which include various moves like the
backhand, the forehand, the lob, and the serve; and then putting them all together when you actually
play a tennis game, mastering GTD involves getting good at the separate parts and then incorporating
them as you play your whole life and work game. Mastership will be reflected in your using an
optimally integrated system and approach, without thinking about it.

Generally speaking, we can describe this mastership path in three stages: employing the
fundamentals of managing workflow; implementing a more elevated and integrated life management
system; and then leveraging your skills at Getting Things Done and clarifying your focus for
ever-greater expression and manifestation.

A good analogy is your experience with driving a car. The first stage is getting the basics under
control, so that you can navigate it without hurting yourself or anyone else. You get your license and
your world changes dramatically for the better, because of where you can now go, and what you can
now do, that you couldn’t do before. Then there comes a time when you are able to drive down the
road without thinking about driving. It’s just an assumed part of your whole life. And finally, you decide
to graduate yourself into a really high-performance vehicle, in which the prime challenge and
opportunity is how well you can focus ahead, being essentially “at one” with your vehicle,
experiencing elevated levels of fulfillment.

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 FUNDAMENTALS | INTRODUCTION

Each of those stages of driving a car are represented by the horizons of your focus and application of
technique. At first you’re making what look like small, jerky movements. They’re actually very smooth
movements to very short horizons. Then as you gain comfort and familiarity with the process, you
extend your focus to the next street corner or freeway exit. Then you can graduate to a more conscious
and directed focus at multiple horizons, with total situational awareness.

So, where are you, and where is this course in the GTD mastery trajectory? This first course, GTD
Fundamentals, will give you the information, instruction and a small piece of installation of the Five
Steps of Mastering Workflow. This is the basic material about what and how to collect, how to clarify
and organize what you collect, and how to build an intact personal system to get and keep and regain
control of all that. Successful implementation of the Fundamentals, after this course, gives you the tools
and awareness to achieve control of life and work, day-to-day.

The second course, Projects & Priorities, will focus on the horizons we deal with which require a more
subtle level of awareness and practice to achieve and maintain control—the bigger things we’re dealing
with that actually generate our day-to-day activities that are the gist of the fundamental
practices—meetings, emails, phone calls, agendas, waiting fors, as well as our reference materials and
pending items. These actions and this information are there because of their potential relevance to
things bigger than themselves—the projects we have to complete, the areas of accountability and
interest in our complex lives, and the goals and directions we have about where we’re going. Mastery of
the Fundamentals, which gives the basics of execution, provides the ability and room to address a next
level of control and focus—projects, and how they are identified, managed, and understood in relation
to each other and to the larger frameworks within which we operate. Success with this material in the
second course will ensure a sense of control and focus, on at least a week-to-week basis, and for some
of you, even at a longer horizon.

The third course, Focus & Direction, will provide a model and toolkit for seeding and nurturing the most
meaningful, creative, and strategic fruits to harvest with your high-performance life-management
mechanisms and practices in place and at hand.

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 FUNDAMENTALS | INTRODUCTION

RATE YOUR PRODUCTIVITY

1. How productive do you think you have been in the last 2 weeks?

#1 = I haven’t a clue

#5 = I am getting by

#10 = no doubt about what I am doing

I am at #

2. What is one thing you have been doing that interferes with your productivity?

3. What is one thing you have been doing that enhances your productivity?

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 FUNDAMENTALS | PRODUCTIVE EXPERIENCE

PRODUCTIVE EXPERIENCE
YOUR PRODUCTIVE EXPERIENCE
My Unproductive Experience My Productive Experience
I call it I call it

Out of Control In Control

Looks like Looks like

Stressed Relaxed
Feels like Feels like

Distracted Focused
My thinking is My thinking is

Reactive Meaningfully Engaged

My creative energy is My creative energy is

Cost Value
To me To me

Cost Value
To those around me To those around me

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 FUNDAMENTALS | PRODUCTIVE EXPERIENCE

FIVE STEPS OF MASTERING WORKFLOW

STEP 01: CAPTURE
Collect what has your attention

Use an in-tray, notepad, or digital device to capture 100% of everything that has your attention.
Little, big, personal and professional—all your to-do’s, projects, things to handle or finish.

STEP 02: CLARIFY

Process what it means

Take everything that you capture and ask: Is it actionable? If no, then trash it or file it as reference or
for later review. If yes, decide the very next action required. If it will take less than two minutes, do it
now. If not, delegate it if you can; or defer it to do as soon as you can. If it has a multi-step outcome,
identify the project.

STEP 03: ORGANIZE

Put it where it belongs
Create Next Actions list(s). Sort them into categories if it makes sense. For example—calls to make,
errands to run, emails to send, etc. Create Projects list to hold multi-step outcomes.

STEP 04: REFLECT

Review frequently

Look over your lists as often as necessary to determine what to do next. Do a Weekly Review to clean
up, update your lists, and regain focus.

STEP 05: ENGAGE

Simply do

Use your trusted system to take appropriate actions with confidence.

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 FUNDAMENTALS | PRODUCTIVE EXPERIENCE

BREAK NOTES
What I did on the break:

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 FUNDAMENTALS | CAPTURE

STEP 01: CAPTURE

WHAT TO CAPTURE
Every commitment unfinished is an “open loop”; and when it is kept in your mind, instead of your
system, it will require energy and attention to track and maintain. Once the open loops are captured, you
can manage completion by using an external system that takes much less energy than keeping it in your
head. Every commitment requires management in a trusted system until it is done or discontinued.

Whatever is on your desk or in your area that is not...

Reference Material,
Equipment,
Decoration, or
Supplies
...is an open loop about which there is an action required to move it to closure.

CAPTURE TOOLS
Paper in-tray(s)
Paper-based notes/journals and pads
Computer, mobile device, or digital tools
Voicemail
Email inbox(es)
Voice recorder
Portable “In” folder
Mobile device with camera
Wallet notepad
Etc.

Your mind is for having

ideas, not holding them.
— David Allen

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 FUNDAMENTALS | CAPTURE

WHAT HAS YOUR ATTENTION?

INCOMPLETION TRIGGER LIST – PROFESSIONAL

PROJECTS started, not completed ADMINISTRATION

legal issues, insurance, personnel, staffing,
PROJECTS that need to be started
policies/procedures, training
PROJECTS to “look into”
STAFF
COMMITMENTS/PROMISES TO OTHERS hiring, firing, reviews, staff development,
boss, partners, advisors, coaches, strategic partners, communication, morale, feedback, compensation
colleagues, subordinates, others in organization,
other professionals, customers, other organizations SYSTEMS
mobile devices, phones, computers, software,
COMMUNICATIONS TO MAKE/GET telecommunications, databases, office equipment,
calls, emails, voicemails, faxes, letters, memos, texts, printers, faxes, filing, storage, furniture, fixtures,
social media content decorations, supplies, business cards, stationery,
personal/electronic organizers
WRITING TO FINISH/SUBMIT
reports, evaluations, reviews, proposals, articles, SALES
marketing material, instructions, summaries, customers, prospects, leads, sales process, training,
minutes, rewrites and edits, status reporting, relationship building, reporting, relationship tracking,
conversation and communication tracking customer service

READ/REVIEW MEETINGS
books, periodicals, articles, printouts, websites, upcoming, need to be set or requested, need to
blogs, RSS feeds, podcasts be debriefed

FINANCIAL WAITING FOR

cash, budget, balance sheet, P&L, forecasting, information, delegated projects / tasks, pieces of
credit line, payables, receivables, petty cash, banks, projects, replies to communications, responses to
investors, asset management proposals, answers to questions, submitted items
for response/reimbursement, tickets, external
PLANNING/ORGANIZING actions needed to happen to continue or complete
goals, targets, objectives, business plans, marketing projects… (decisions, changes, implementations,
plans, financial plans, upcoming events, presentations, etc.), product orders
meetings, conferences, travel, vacation, business trips
PROFESSIONAL DEVELOPMENT
ORGANIZATION DEVELOPMENT training, seminars, things to learn, things to find out,
org chart, restructuring, lines of authority, job skills to develop or practice, books to read, research,
descriptions, facilities, new systems, change formal education (licensing, degrees), career
initiatives, leadership, succession planning, culture research, resumé

MARKETING/PROMOTION WARDROBE
campaigns, materials, public relations professional

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 FUNDAMENTALS | CAPTURE

WHAT HAS YOUR ATTENTION?

INCOMPLETION TRIGGER LIST – PERSONAL

PROJECTS started, not completed WAITING FOR

product orders, repairs, reimbursements, loaned
PROJECTS that need to be started
items, information, RSVP’s
PROJECTS – OTHER ORGANIZATIONS
service, community, volunteer, spiritual organization FAMILY
projects/activities with spouse, children, parents,
COMMITMENTS/PROMISES TO OTHERS relatives
spouse, children, parents, family, friends,
professionals, returnable items HOME/HOUSEHOLD
real estate, repairs, construction, remodelling,
COMMUNICATIONS TO MAKE/GET landlords, heating and air conditioning, plumbing,
calls, emails, faxes, cards, letters, thank-you’s electricity, roofs,
landscaping, driveways, garages, walls, floors,
UPCOMING EVENTS ceilings, decor, furniture, utilities, appliances, lights
birthdays, anniversaries, weddings, graduations, and wiring, kitchen stuff, laundry, places to purge,
outings, holidays, vacation, miscellaneous travel, cleaning, organizing, storage areas
dinners, parties, receptions, cultural events,
sporting events HEALTH
doctors, dentist, optometrist, specialists, checkups,
ADMINISTRATION diet, food, exercise
home office supplies, equipment, digital devices,
phones, audio/video media, voicemail, computers, PERSONAL DEVELOPMENT
Internet, TV, appliances, entertainment, filing, classes, seminars, education, coaching, career,
storage, tools, data backup creative expressions

LEISURE TRANSPORTATION
books, music, videos, travel, places to visit, people autos, bikes, motorcycles, maintenance, repair,
to visit, Web browsing, photography, sports equipment, commuting, reservations
hobbies, cooking, recreation
CLOTHES
FINANCIAL professional, casual, formal, sports, accessories,
bills, banks, investments, loans, taxes, budget, luggage, repairs, tailoring
insurance, mortgage, accountants
ERRANDS
PETS shopping/stores, hardware, office supply, groceries,
health, training, supplies gifts, pharmacy, bank, cleaners

LEGAL COMMUNITY
wills, trusts, estate, legal affairs neighborhood, neighbors, service work, schools,
civic involvements

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 FUNDAMENTALS | CLARIFY

STEP 02 : CLARIFY
WHAT IS IT?
IS IT ACTIONABLE?

 NOT ACTIONABLE

Trash/delete
File for reference
Incubate it for later review

 ACTIONABLE – WHAT’S THE NEXT ACTION?

Do
Items that take less than 2 minutes to complete

Delegate
Items that can be completed by others

Defer
Items to be completed later

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 FUNDAMENTALS | CLARIFY

CLARIFYING “STUFF”
(Stuff = Something that has your attention that still needs a decision about what it means to you and what
you are going to do about it.)

Desired Outcome/Project: OUTCOMES/PROJECTS

What you want to have true. What does done mean?

Next Action:
STUFF
Very next physical, visible activity. What does doing look like?

NEXT ACTIONS
TRANSFORMATION OF “STUFF”
“Stuff”:
priorities in my job are unclear
haircut
holiday coming up

Next Actions: Desired Outcomes:

Draft current projects & job responsibilities Job responsibilities & priorities clarified

Call salon to schedule haircut

Call Ana re: suggestions for holiday activities Holiday finalized

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 FUNDAMENTALS | CLARIFY

FUNDAMENTAL THINKING PROCESS

The core questions that get things done. It defines what done means, and what doing looks like. It’s our vision
of success and our allocation of resources to make it happen. So, at micro levels and macro levels, these are
the two core questions for getting things done:

What’s the next action?

And, if multiple steps are required,

What’s the desired outcome?

Next Actions: What’s the next physical, Projects: What’s the desired outcome?
visible activity? (If multi-step)

You need to think

about your stuff
more than you
think, but not as
much as you are
afraid you might.
— David Allen

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 FUNDAMENTALS | CLARIFY

LUNCH BREAK NOTES

What I did on the lunch break:

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 FUNDAMENTALS | ORGANIZE

STEP 03 : ORGANIZE
The four primary action lists are: Projects, Next Actions, Waiting For and Calendar. Organizing also includes
setting up a reference system and incubation system for possible later actions.

PRIMARY ACTION LISTS

Projects

Next Actions
Calls, Computer, Office, Home, Errands, Anywhere
Agendas (people and meetings)

Waiting For...

Calendar
Time-specific actions
– Things like an off-site conference, meetings, appointments, and times when you will be out of the office.
– These are times when you will not be available to do other things.
– We call the inventory of these the “hard landscape” of your day.

Day-specific actions
– Things that have to happen on a certain day but not at any specific time.
– These should be part of the included “hard landscape” of your day.

Day-specific information
– Information that you need to have or be aware of on that day.
You cannot keep
– For example, a note that an important client will be on-site today,
an agreement you
a reminder that your assistant or coworker is out of the office,
cannot remember
directions to a meeting, confirmation numbers for your hotel
you made.
or rental car, or a reminder that it’s your brother’s birthday, etc.
— David Allen
...and that’s all!

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 FUNDAMENTALS | ORGANIZE

PROJECT AND NEXT ACTION VERBS

Project Verbs = Desired outcome requiring more than one action step to complete
Finalize… Resolve… Set-up…
Look into… Submit… Handle…
Clarify… Reorganize… Maximize…
Organize… Design… Publish…
Ensure… Roll out… Complete…
Update… Install… (Etc.)
Implement…

Next Action Verbs = Very next physical, visible step required to finish something or move something toward closure
Call… Organize… Review…
Buy… Fill out… Find…
Read… Measure… Talk to (direct)…
Purge… Look into (Web)… Gather…
Print… Take… Waiting for…
Load… Draft… (Etc.)
Email…

Examples:

Project/Desired Outcome Next Action

What’s the larger result desired? What do you need to do that?
How will you know when it is done? Do you have everything you need?

Research relationship w/ J. Smith, Inc. Draft proposal ideas for alliance

Implement new fiscal year budget Email Bill for copy of last year’s budget

Call Susan to catch up

Get new car Research Web sources - cars

Hire marketing director Talk to Sean re: job description

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 FUNDAMENTALS | ORGANIZE

CLARIFYING AND ORGANIZING YOUR “STUFF”

A few examples:
C
b new client software
b Draft budget
a hiringnew accountant t reorg
d rder new towels at

PROJECTS C
Install new dept org chart t
Submit new sales budget room
Finalize Hawaii trip
R&D new office printer Set up new accounting
software
Repair bathroom light

S EE P
Staffing situation

S O
home office setup
Draft contract for Smith
Draft outline for new sales
program
software

WAITING FOR E RRANDS

Jim 9/17- comps on new Pick up photos at lab
workbook Pick upclothes at Cleaners
Jim 9/21 - updated invoice Drop off pants at tailor
Mario 10/16 reschedule sale Buy New dog collar at
WS 8/6 - software order pet store

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 FUNDAMENTALS | ORGANIZE

HOW CLARIFYING AND ORGANIZING YOUR “STUFF” COME TOGETHER

1. What is it?

2. Is it actionable?

3. What’s the next (physical/visible) action?

Write it on the appropriate list (Jumpstart pages 5-8).

4. If this relates to a larger, multi-step outcome, what is the desired outcome?

Write it on your Projects list (Jumpstart page 9).

INCUBATION SYSTEMS
Date-Specific Trigger
Tickler or Bring Forward file
Calendar

Someday/Maybe List(s)
List of projects or activities that you might want to do, but not yet
Reassess during Weekly Review for items you might want to activate or delete
Can have many sub-lists within this category, e.g.:
– Books, recordings, videos to buy
– Places to visit
– Things I’d like when I can afford them
– Courses to take
– Possible things to do with kids Distraction and stress are
created by “stuff”—things
– Hobbies to explore
that have our attention but
which still need thinking and
decisions and/or which have
not been integrated into
a trusted system.
— David Allen

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 FUNDAMENTALS | REFLECT

STEP 04 : REFLECT
WEEKLY REVIEW
This is the critical behavior to make your integrated life management system a vital, dynamic reality, and for fully
implementing the Getting Things Done

Collect Loose Papers and Materials

Gather all accumulated business cards, receipts, and miscellaneous paper-based materials into your in-tray.

Get “In” To Zero

Process completely all outstanding paper materials, journal and meeting notes, voicemails, dictation, and emails.

Empty Your Head

Put in writing and process any uncaptured new projects, action items, waiting fors, someday/maybes, etc.

Review Next Actions Lists

Mark off completed actions. Review for reminders of further action steps to record.

Review Previous Calendar Data

Review past calendar in detail for remaining action items, reference data, etc., and transfer into the active system.

Review Upcoming Calendar

Review upcoming calendar events—long and short term. Capture actions triggered.

Review Waiting For List

Record appropriate actions for any needed follow-up. Check off received ones.

Review Project (and Larger Outcome) Lists

Evaluate status of projects, goals and outcomes, one by one, ensuring at least one current action item on each.
Browse through project plans, support material & any other work-in-progress material to trigger new actions,
completions, waiting fors, etc.

Review Any Relevant Checklists

Use as a trigger for any new actions.

Review Someday/Maybe List

Review for any projects or next actions which may now have become active, and transfer to the appropriate list.
Delete items no longer of interest.

Be Creative & Courageous

Any new, wonderful, hare-brained, creative, thought-provoking, risk-taking ideas to add into your system?

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 FUNDAMENTALS | ENGAGE

STEP 05 : ENGAGE
LIMITING CRITERIA
Context
(What can I do where I am?)

What can you do, given where you are and what you have with you? Depending on where you are, you should
only look at the lists of next actions that you can actually do in that context. Most next actions require a specific
location (at home, at your office) or having a specific tool at hand, such as a phone or a computer. These are
the first criteria that limit your choices about what you can do in the moment.

Time available
(How much time do I have?)

How much time do you have before you have to do something else? Having a meeting in 5 minutes would prevent
doing many actions that require more time. Pick a next action that you can complete, or make progress on, in the
time that you have available.

Resources
(How much energy do I have?)

How much energy do you have? Some actions you have to do require a reservoir of fresh, creative, mental energy.
Others need more physical horsepower. Some need very little of either. To be most productive, try to match your
energy level with the intensity of the task that you choose.

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 FUNDAMENTALS | ENGAGE

HORIZONS OF FOCUS ®

There are six different horizons of perspective to use to define your work. The Horizons of Focus is a useful
framework to remind you of the multilayered nature of your “job” and the resulting commitments. Defining
your purpose and values, vision, goals, and areas of accountability, along with the attendant projects and next
actions, will help you trust your priorities and feel good about your day-to-day actions that you choose to do.

Horizon 5: Purpose and principles

Ultimate intention for something, and the standards for its success. Why are we doing this? What are the
critical behaviors?

Horizon 4: Vision
What it will look, sound, feel like with successful implementation. Long-term outcomes and ideal scenarios.

Horizon 3: Goals and objectives

What do we want and need to accomplish, specifically, within the next 12 to 24 months, to make the
vision happen?

Horizon 2: Areas of focus and accountability

Important spheres of work and life to be maintained at standards to “keep the engines running.”

Horizon 1: Projects
Outcomes we want to achieve that require more than one action and which can be completed within a year.

Ground: Calendar/Actions
Next physical, visible actions to take on any project or other outcome; any single action to take about anything.

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 FUNDAMENTALS | ENGAGE

THREE-FOLD NATURE OF WORK

Doing work as it appears
Often things show up ad hoc–unsuspected, unforeseen surprises that you either have to or choose to respond
to as they occur. On any given day, you may need to respond to ad hoc work because those things are more
important than anything else.

Doing predefined work

When you are doing predefined work, you are working off your Next Actions lists, completing actions that
you previously determined need to be done. You are making the calls, drafting ideas, sending emails, having
discussions with others, etc.

Defining work
Defining work means clarifying all sources of “in” (in-tray, email inbox, meeting notes, etc.) into next actions
and appropriate projects. It also means reviewing your work appropriately during the Weekly Review (including
higher-level objectives).

1. What percentage of your day do you think you’re currently spending in each of these areas?

Doing work as it appears %

Doing predefined work %

Defining work %

2. What percentage of your day do you think would be more advantageous to you given your areas of focus and
accountability, if different than what you are currently doing?

Doing work as it appears %

Doing predefined work %

Defining work %

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 FUNDAMENTALS | ENGAGE

THE PRIORITY DECISION

So, how do I set priorities? How do I decide what to do?

What’s important to you is determined by what you intend to achieve, maintain, or experience. Though you can
only do something at the action (ground) level, that action will be determined by your commitments, which exist
on multiple horizons.

There are things to do and finish which fulfill areas of focus or accountability, enabling greater desired outcomes
and expressing fundamental values.

But of all the possible things you could be doing—take an action you have previously determined, do something
unplanned in the moment, or actually determine possible actions (clarify your stuff)—you can only do those that
are possible in your current context, for which you have sufficient time and energy.

Therefore, to operate most effectively in accordance with your priorities you would:
(A) Know your purpose and core values, for which you have a vision of their successful expression, with key
outcomes and projects identified that would enable them, while sufficiently maintaining the functioning aspects
of life and work, and

(B) Have all possible actions to take in that regard in an appropriately organized inventory, available to assess
against opportunities and demands of the moment,

(C) Have reviewed all of the above on a regular and appropriate basis.

Then, when you have to take the inevitable leap of faith to intuitively decide what to do at each moment, that choice
is made from trust instead of hope.

Use your mind

to think about
things, not to
keep thinking
of them.
— David Allen

© 2013 David Allen Company. All rights reserved. L1-v3-A4-2S 16MAY2017 gettingthingsdone.com 24
 FUNDAMENTALS | CLOSING

CLOSING
KEYS TOWARD YOUR INSTALLATION AND IMPLEMENTATION
Capture everything that has your attention
Decide exactly what each of them means
Organize the results in appropriate places
Review and reflect at each horizon

So you can…
make trusted choices

RESOURCES AND SUPPORT

Course Workbook
Installation Guide
Jumpstart Booklet
Methodology Guides
Workflow Map
Getting Things Done book
 Installation & Implementation Series of workshops and webinars

Is it hard to start? You know it is.

I clean my desk. I make a lot of
stupid appointments that I make
sound important. Avoidance,
delay, denial—I’m always scared
that I’m not going to know what
to do. It’s a terrifying moment.
And then when I start, I’m always
amazed—”oh, that wasn’t so bad.”
— Frank Gehry

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 FUNDAMENTALS | GLOSSARY

GLOSSARY OF “GETTING THINGS DONE” TERMS

The following are terms used throughout the exposition of the Getting Things Done methodology.

Actionable Describes something on which one intends Engage To employ attention and activity toward something.
to take action.
Getting Things Done Usually referring to the methodology
Action Support A category of physical or digital materials described in this book, as in, “Maria was just a beginner at
that relate to next actions. To be used as reference when implementing Getting Things Done.”
taking those actions rather than reminders for action.
GTD Getting Things Done
Backlog The inventory of still-unprocessed “stuff” that
has accumulated in one’s mind and physical environment. Horizons of Focus The discrete levels of commitments
we make and thoughts we have, personally and/or
Capture To gather (and at times to generate) items and organizationally.
ideas identified as potentially meaningful; things about Ground Next Actions
which one has any attention or interest in possibly The things we deal with at the physical, visible level
deciding or doing something. of activity, e.g. emails, phone calls, conversations,
errands, meetings.
Categories Groupings of similar content items, usually on
a list, in a folder or file, or in a discrete physical location. Horizon 1 Projects
Anything we’re committed to finish within the next year
Checklist Any list used to remind of, or evaluate, optional that requires more than one discrete action step. Includes
steps, procedures to follow, and/or ingredients of an activity. short-term outcomes, such as “Repair brake light” and
E.g. Travel Checklist; Computer Backup Process; Ready- larger-scope projects such as “Reorganize Western
for-School tasks for kids. Region.” The critical inventory of the Weekly Review.

Horizon 2 Areas of Focus and Accountability

Clarify To determine exactly the meaning of something
The segments of our life and work that we need
that has emerged or landed into one’s environment, from
to maintain, to ensure stability and health of ourselves
the “capture” phase; e.g. Is there something I now need
and our enterprises. E.g. health, finances, customer
to do about this, and if so, what? Or, is it reference?
service, strategic planning, family, career.
Or, is it trash? Or, is it on hold for later review?
Horizon 3 Goals and Objectives
Collect (Similar to “Capture”) To group together items The mid- to longer-term outcomes to accomplish
and ideas about which some assessment, decision or (usually within three to twenty-four months). E.g.
action is required. “Finalize acquisition of Acme Consulting,” “Establish
profitable on-line version of our Leadership training
Context The physical or psychological environment within course,” “Get Maria’s college plans finalized.”
which reminders and information are most effectively sorted
for access. E.g. when I’m at home, in my staff meeting, out Horizon 4 Vision
for errands, at my computer, feeling creative, have a phone, Long-term desired outcomes. Ideal scenarios of wild
having a conversation with my partner, etc. success. E.g. “Publish my memoirs,” “Take the company
public,” “Have a vacation home in Provence.”
Control One of the two key elements of self- and Horizon 5 Purpose, Principles
organizational management (along with perspective). Ultimate intention, raison d’etre; and core values
Used to refer to having something stable and “under of a person or enterprise. E.g. “To serve the growth
control,” rather than attempted manipulation. E.g. having of our community in ways that sustainably provide the
a car, a meeting, or one’s kitchen under control. greatest good for the greatest number of our citizens.”

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 FUNDAMENTALS | GLOSSARY

Horizontal thinking Assessing and managing content Path of GTD Mastery The lifelong learning, refining,
across a particular equal level, e.g. overviewing all the and adaptation of managing your life and work. The
projects one has, personally and professionally. development and utilization of a completely integrated
life management system, dynamically steered, providing
Inbox (or in-tray) A holding bin, either digital or physical, optimal orientation for any circumstance for the rest
for incoming items still to be processed. of one’s life.

Incubate To allow something to remain within a system Perspective One of the two key elements of self
without a commitment to take action yet, but to be and organizational management (along with control).
reassessed at a later time. Reminders usually held within Refers to point of view, focus, altitude of horizon.
Someday/Maybe lists, tickler files, or triggered-for-later
calendar items. Predefined work Ones predetermined actions and
projects, reflected in a set of lists and reminders,
Integrated Life Management System The combination accessible for review and evaluation against unplanned
of tools, structures, content and practices used to maintain and unexpected options.
appropriate engagement with one’s world. A workflow,
organization, and review process that incorporates every Process (similar to “Clarify”) To decide what, exactly,
aspect of one’s work and life, ensuring a seamless and a captured or collected item means, the nature of any of
current inventory of commitments, reminders, and its derivatives, and what you intend to do with the results.
information for optimal control and focus, anywhere,
at any time. Productive Experience Condition of being in control,
relaxed, focused, and meaningfully engaged. Being fully
Map Any tool for orienting appropriate focus and direction. present. Optimal state for performance and experience.
E.g., calendar, lists of actions and projects, agendas for
meetings, strategic plans, job descriptions, Travel checklist, Productivity ecosystem All potentially meaningful
Weekly Review checklist. information, relationships, and inputs that may trigger
someone’s attention and direction of focus.
Natural Planning Model The instinctual five-stage
thought process our minds follow when executing Project Any multi-step outcome that can be completed
any desired outcome. within one year. (See Horizon 1) Any commitment within
that time frame needs to be reviewed at least weekly.
Open loop Anything we consider unfinished, which,
if inappropriately managed, consistently engages our Project Support Any collateral materials and information
mind inefficiently. connected to a specific project. Can include project plans
and any potentially relevant reference content. Best
Organize To physically, visually, or digitally sort items organized by project, theme, or topic.
of similar meaning into discrete categories and locations.
E.g. a list of phone calls to make, a shelf for “books to read,” Review Any overviewing of appropriate maps (see “Map”),
a listing of projects to complete. done on a consistent recursion or as needed for clarity
and focus.
Organized Where something is matches what it means to you.
Reflect (similar to “Review) Assessing contents of any
Orientation maps Custom lists or reference documents that horizon or category of items from a broader perspective.
support appropriate engagement with one’s circumstances
(e.g. meeting agendas, calendars, checklists, action and Someday/Maybe A common category used to organize
project lists). projects and actions one is only committed to review
consistently for potential action at a later date.

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 FUNDAMENTALS | GLOSSARY

Next action The next physical, visible activity that “Stuff” Anything that has appeared in one’s physical
progresses something toward completion. It is specific or psychological environment about which some decision
enough to know where it happens, and with what tools or action is required but which is yet undetermined
(if any). What “doing” looks like. or unorganized.

Outcome A final result, at any level. Usually refers “Waiting For…” Category of expected items pending
to “desired outcome,” i.e. the specifics of a successful receipt from other sources.
conclusion.
Three-fold Nature of Work The categories of what we do, Weekly Review The best practice recommended
as we go through our day: (1) doing work we’ve previously of regrouping at an operational level, once a week,
defined (actions predetermined); (2) doing unplanned “bringing up the rear guard,” by getting clean, clear,
activity; and (3) defining our work (processing inputs). current, and creative to sustain a week-to-week control
and focus.
Tickler file A physical or digital organizational tool that
provides a date-related reminder to be assessed only “Weird time” The random and usually small open-time
at or beyond a specific future date. (Also referred to as windows that show up spontaneously during the day,
“perpetual file,” “bring-forward file,” “follow-up file,” during which one can often still be productive by utilizing
or “suspense file.”) reminders and material appropriate within that framework.

Total life ecosystem The contents within the boundary Work Anything one is committed to accomplish that
of one’s sensing self. The world as one perceives it, one’s is unfinished.
situational awareness and correlative behavior that may
be more or less effective on the scale from physical Workflow The sequence of activities that takes inputs
survival to full spiritual presence. and commitments from initiation to completion.

Vertical thinking Examining and creating multiple levels

of content within a particular sphere; e.g. planning
a project from intended purpose through to next actions.

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