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 to take action
action support—A category of physical or digital materials that relate to next actions. To be used as reference when taking those actions rather than as reminders for action.
appropriate engagement—The state of being sufficiently OK with something’s status to eliminate its pull on one’s attention
backlog—The inventory of still-unprocessed stuff that has accumulated in one’s mind and physical environment
capture—To gather (and at times generate) items and ideas identified as potentially meaningful, about which one has any attention or interest in possibly deciding or doing something. See also collect.
categories—Groupings of similar content items, usually on a list, in a folder or file, or in a discrete physical location
checklist—Any list used to remind one of or to evaluate optional steps, procedures to follow, and/or ingredients of an activity (e.g., Travel Checklist; Computer Backup Process; Ready-for-School Tasks for kids)
clarify—To determine exactly the meaning of something that has emerged or landed in one’s environment from the capture phase (e.g., “Is there something I now need to do about this, and if so, what? Or is it reference? Or is it trash? Or is it on hold for later review?”). See also process.
collect—To group together items and ideas about which some assessment, decision, or action is required. See also capture.
context—The physical or psychological environment within which reminders and information are most effectively sorted for access (e.g., when one is at home, in a staff meeting, out for errands, at the computer, feeling creative, near a phone, having a conversation with a partner, etc.)
control—One of the two key elements of self-and organizational management (along with perspective). Used to refer to having something stable and “under control,” rather than attempted manipulation (e.g., having a car, a meeting, or the kitchen under control).
Getting Things Done—Usually referring to the methodology described in this book, as in, “Maria was just a beginner at implementing Getting Things Done”
GTD—The acronym for Getting Things Done; the shorthand for referring to this methodology
Horizons of Focus—The discrete levels of commitments we make and thoughts we have, personally and/or organizationally
Ground: Next actions—The things we deal with at the physical, visible level of activity, such as e-mails, phone calls, conversations, errands, and meetings
Horizon 1: Projects—Anything we’re committed to finish within the next year that requires more than one discrete action step. Includes short-term outcomes such as “Repair brake light” and larger-scope projects such as “Reorganize Western Region.” The critical inventory of the Weekly Review. See also project.
Horizon 2: Areas of focus and accountability—The segments of our life and work that we need to maintain, to ensure stability and health of ourselves and our enterprises (e.g., health, finances, customer service, strategic planning, family, career)
Horizon 3: Goals and objectives—The mid-to longer-term outcomes to accomplish (usually within three to twenty-four months); e.g., “Finalize acquisition of Acme Consulting,” “Establish profitable online version of our leadership training course,” “Get Maria’s college plans finalized”
Horizon 4: Vision—Long-term desired outcomes; ideal scenarios of wild success (e.g., “Publish my memoir,” “Take the company public,” “Have a vacation home in Provence”)
Horizon 5: Purpose, principles—Ultimate intention, raison d’être, and core values of a person or enterprise (e.g., “To serve the growth of our community in ways that sustainably provide the greatest good for the greatest number of our citizens”)
horizontal thinking—Assessing and managing content across a particular equal level (e.g., overviewing all the projects one has, personally and professionally)
incubate—To allow something to remain within a system without a commitment to take action yet, but to be reassessed at a later time. Reminders are usually held within Someday/Maybe lists, tickler files, or triggered-for-later calendar items.
integrated life-management system—The combination of tools, structures, content, and practices used to maintain appropriate engagement with one’s world. A workflow, organization, and review process that incorporates every aspect of one’s work and life, ensuring a seamless and current inventory of commitments, reminders, and information for optimal control and focus anywhere, at any time.
in-tray—A holding bin, either physical or digital, for incoming items still to be processed
map—Any tool for orienting appropriate focus and direction (e.g., a calendar, lists of actions and projects, agendas for meetings, strategic plans, job descriptions, travel checklist, Weekly Review checklist). See also review.
natural planning model—The instinctual five-stage thought process our minds follow when executing any desired outcome
next action—The next physical, visible activity that progresses something toward completion. It is specific enough so that you know where it happens, and with what tools (if any). What “doing” looks like.
open loop—Anything considered unfinished, which, if inappropriately managed, consistently engages one’s mind inefficiently
organize—To physically, visually, or digitally sort items of similar meaning into discrete categories and locations (e.g., a list of phone calls to make, a shelf for books to read, a list of projects to complete)
organized—Where something is matches what it means to you
orientation maps—Custom lists or reference documents that support appropriate engagement with one’s circumstances (e.g., meeting agendas, calendars, checklists, action and project lists)
outcome—A final result, at any level. Usually refers to “desired outcome”—i.e. the specifics of a successful conclusion.
path of GTD mastery—The lifelong learning, refining, and adaptation of managing one’s life and work. The development and utilization of a completely integrated life-management system, dynamically steered, providing optimal orientation for any circumstance for the rest of one’s life.
perspective—One of the two key elements of self-and organizational management (along with control). Refers to point of view, focus, altitude of horizon.
predefined work—One’s predetermined actions and projects, reflected in a set of lists and reminders, accessible for review and evaluation against unplanned and unexpected options
process—To decide what, exactly, a captured or collected item means, the nature of any of its derivatives, and what you intend to do with the results. See also clarify.
productive experience—The condition of being in control, relaxed, focused, meaningfully engaged, and fully present. Optimal state for performance and experience.
productivity ecosystem—All potentially meaningful information, relationships, and inputs that may trigger one’s attention and direction of focus
project—Any multistep outcome that can be completed within one year. Any commitment within that time frame needs to be reviewed at least weekly. See also Horizons of Focus: Horizon 1.
project support—Any collateral materials and information connected to a specific project. Can include project plans and any potentially relevant reference content. Best organized by project, theme, or topic.
reflect—To assess contents of any horizon or category of items from a broader perspective. See also review.
review—To analyze appropriate maps on a consistent basis or as needed for clarity and focus. See also reflect; map.
someday/maybe—A common category used to organize projects and actions one is committed to review only for potential action at a later date
stuff—Anything that has appeared in one’s physical or psychological environment about which some decision or action is required but which is yet undetermined or unorganized
threefold nature of work—The categories of what we do as we go through our day: (1) work we’ve previously defined (actions predetermined); (2) unplanned activity; and (3) defining our work (processing inputs)
tickler file—A physical or digital organizational tool that provides a date-related reminder to be assessed only at or beyond a specific future date (also referred to as a “perpetual file,” “bring-forward file,” “follow-up file,” or “suspense file”)
total life ecosystem—The contents within the boundary of one’s sensing self. The world as one perceives it, one’s situational awareness and correlative behavior that may be more or less effective on the scale from physical survival to full spiritual presence.
vertical thinking—Examining and creating multiple levels of content within a particular sphere (e.g., planning a project from intended purpose through next actions)
waiting for—Category of expected items pending receipt from other sources
Weekly Review—The best practice recommended of regrouping at an operational level once a week, “bringing up the rear guard,” by getting clean, clear, current, and creative to sustain week-to-week control and focus
weird time—The random and usually small open-time windows that show up spontaneously throughout the day, during which one can often still be productive by utilizing reminders and material appropriate within that framework
work—Anything one is committed to accomplish that is unfinished
workflow—The sequence of activities that takes inputs and commitments from initiation to completion