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accountabilities:
blueprinting areas of, 187–89
in Horizon 2, 55–56, 215–19, 220–22
next-action decision-making standard and, 262–63
Acheson, Dean, 254
agendas, 150–51
agreements:
broken, 244–49
completing, 246–47
renegotiating, 247–48
American Psychological Association, 276
archives, 175–76
Aristotle, 179
Bacon, Francis, xxii
balancing act, 213–15
Baumeister, Roy, 278–79
Bayne, Stephen, 127
behavior-focused strategies, 281
Bergson, Henri, 15
big picture, 9–11, 201–3
Blake, William, 142
bottom-up approach, 21–22
Boulanger, Nadia, 11
brain, 60
filtering system in, 70–71
see also mind
brainstorming, 60, 61, 64, 72–76, 79–81, 229–30, 272
keys to, 75–76
software for, 236–38
Bronowski, J., 136
Buddha, 216
Buzan, Tony, 73
cabinets, 113
calendar, 43–45, 94, 145–46
reflecting and, 193
someday/maybes and, 180–82
tickler file, see tickler file in Weekly Review, 197
calls, 148, 191
Camus, Albert, 202
capturing, 27–35, 36, 52, 87, 106–21, 142
amount required, 249–50
broken agreements and, 244–49
effects on organizations and relationships, 250–52
emptying tools regularly, 34–35
gathering the incompletes, 30–31
getting things out of your head, 33
of ideas, methods for, 72–74
“in” inventory in, 121
issues about, 109–12
mind sweep in, 115–20, 255
minimizing locations for, 34
negative feelings and, 244–45
personal benefit of, 244–50
physical gathering in, 107–15
power of, 243–52
success factors for, 33–35
and things that stay where they are, 108–9
and throwing away things you might want, 114–15
time needed for, 106
tools for, 31–33
Chartier, Emile, 74
checklists, 184–90
and blueprinting areas of work and accountability, 187–89
examples of topics in, 189
and identifying projects and action, 186
of things to pay attention to, 186
Weekly Review and, 197
see also lists
Childre, Doc, 10, 226
Chisholm, Brock, 260
Churchill, Winston, 238
clarifying, 27–29, 35–39, 52, 87, 110, 122–40, 141, 142
actionable items and, 36–39
deferring in, 136, 139
delegation in, 136, 137–38
emergency scanning vs., 124–25
identifying next action, 127–39
identifying projects, 139–40
natural planning and, 80
one item at a time in, 125–26
one-way path in, 126–27
processing guidelines for, 124–27
top item first in, 124–25
two-minute rule in, xii, 134–37
clarity, 64, 69, 79, 80, 97, 144, 157
next-action decision-making standard and, 261–62
client information, 168–69, 174–75
clips, 93
cognitive science, 25, 275–85
distributed cognition, 74, 277–78
flow theory, 279–80
implementation intentions, 282
positive psychology, 276–77
psychological capital, 283–85
relieving cognitive load of incompletions, 278–79
self-leadership theory, 280–82
Cohen, Daniel, 208
collection tools, 14
commitments, 13–14
basic requirements for managing, 14
complaining, 264–65
computers, 148, 234
software, 170, 236–38
constructive thought pattern strategies, 281
contact managers, 174–75
context, 146–53, 193–94, 205–6
creative sorting of, 206–7
Cooper, James Fenimore, 50
countertops, 113
Covey, Stephen, 214
Cryer, Bruce, 10
Csikszentmihalyi, Mihaly, 280
decoration, 108–9
deferring, 136, 139
delegation, 136, 137–38
of projects, 165
desk drawers, 109, 112–13
desktop, 112
digital technology, xvi–xvii, 233–34
computers, 148, 234
integration of, 32–33
paper vs., 235–36
software, 170, 236–38
distributed cognition, 74, 277–78
Drucker, Peter, 5, 16, 194
dumbing down, intelligent, 259–61
Dyson, Freeman, 36
easels, 233, 234n
Einstein, Albert, 45, 69
e-mail, 32, 33, 35, 121, 273
project organization and, 170
e-mail-based workflow, 156–58
emergency scanning, 124–25
Emerson, Ralph Waldo, xxvi, 16
empowerment, 264–65, 273
energy, 208–9, 253, 259, 268
engaging, 27–29, 51–57, 204–26
context in, 205–6
creative context sorting in, 206–7
and energy available, 208–9
four-criteria model for choosing actions in the moment, 52–53, 205–10
moment-to-moment balancing act and, 213–15
priorities and, 210, 225–26
six-level model for reviewing your own work, 54–57, 215–16
threefold model for evaluating daily work, 53–54, 210–15
three models for making action choices, 52–57
and time available, 208
equipment, 108–9, 114
errands, 149
event participation, 181
fast track, 266–67
file folders, 94, 98, 144–45, 234
creating, 101
labeling, 102–3
for projects, 170–71
for tickler system, 183–84
files, filing, 48–49, 234–35
alpha system in, 100–101
critical factor of, 97–98
discrete, 97
general reference, 42, 48–49, 97, 100, 173
large-category, 173–74
purging of, 103
storage space for, 101–2
as success factor in itself, 103–4
success factors for, 99–103
tickler, see tickler file floors, 113–14
flow theory, 279–80
focus, 55–56, 69–71, 295–99
areas of (Horizon 2), 55–56, 215–19, 220–22, 296
fast track and, 266–67
project lists and, 160
on values, 245n
see also outcome focusing forgiveness, 248
Forster, E. M., 233
four-criteria model for choosing actions in the moment, 52–53, 205–10
Francis of Assisi, Saint, 264
Frost, Robert, 206
furniture and fixtures, 114
George, David L., 87
“Getting Things Done: The Science Behind Stress-Free Productivity” (Heylighen and Vidal), 277, 278
Gibbon, Edward, 10
Gleeson, Kerry, 17
glossary of terms, 303–8
goals, 56, 201, 215–19, 222–23, 224
implementation intentions and, 282
Goethe, Johann Wolfgang von, 271
Gollwitzer, Peter M., 282
Great Recession, 7n
ground level (current actions), 55, 215–19
GTD (Getting Things Done), xvin
cognitive science and, see cognitive science digital technology and, xvi–xvii globalization of methodology used in, xviii–xix as inclusive of large population, xix–xx time and energy required for, xx–xxii tips for moving forward in, 300–301
24-7 world and, xvii–xviii
GTD mastery, 286–99
assessing and populating your projects list from your area of focus, 293
of basics, 288–90
external mind in, 297–99
and freedom to engage in meaningful things, 295–97
functional awareness in, 293
getting off track and back on, 289–90
integrated life management, 290–95
postgraduate (focus, direction, and creativity), 295–99
pressure and, 294–95
and projects as heartbeat of operational system, 292–93
three tiers of, 287–88
Harris, Sydney J., 270
Hatfield, J. A., xxv
Havel, Václav, 22
Hock, Dee, 68
Hoffer, Eric, 7
“hold and review” files and piles, 179–80
Holmes, Oliver Wendell, 144
home, 89, 90, 150
Hoover, Herbert, 269
hope, 283–84
Horace, 18
Horizons of Focus, 296
ground level (current actions), 55, 215–19
Horizon 1 (current projects), 49, 215–19, 219–20
Horizon 2 (areas of focus and accountabilities, 55–56, 215–19, 220–22, 296
Horizon 3 (goals), 56, 201, 215–19, 222–23
Horizon 4 (vision), 56, 201, 215–19, 222–23
Horizon 5 (purpose and principles), 56–57, 201, 215–19, 222–23
horizontal action management, 22–23, 27, 58, 227
Hubbard, Elbert, 38
implementation, 85–105
setting aside time, 87–88, 104–5
setting up space, 88–91
tools for, see tools implementation intentions, 282
incompletions:
gathering, 30–31
relieving cognitive load of, 278–79
triggers, 116–20
incubation, 46–47, 129–30
information gathering, 230
integrated life management, 290–95
integrity, 243, 246, 247
intelligent dumbing down, 259–61
in-trays, 32–35, 109–10, 121, 251–52, 254, 273
LIFO vs. FIFO approach to, 125
Jobs, Steve, xiv
John-Roger, 55
Johnson, Samuel, 269
Kanter, Rosabeth Moss, 227
karate, 12
Kekich, David, xxvii, 201
Kempton, Sally, 25
Kennedy, John F., 263
knowledge work, 5, 11, 16–17, 255n
Kozol, Jonathan, 223
Kumaris, Brahma, 31
labeler, 93, 102–3
La Bruyère, Jean de, 152
Lambert, Craig, 11–12
Landers, Ann, 110
LeFevre, Judith, 280
Leonardo da Vinci, 200
Levitin, Daniel, 277
libraries, 175–76
Lin Yutang, 74
Lippmann, Walter, 27
lists, 19–20, 39, 111, 144–45
agenda, 151
checklists, see checklists digital managers for, 153n
incompletion triggers, 116–20
next actions, 45
project, see project lists read/review, 152
someday/maybe, 46–47, 177–79
to-do, 9, 19–20, 44, 146
of “waiting for” items, 153–54, 197
location-based reminders, 149n
Maltz, Maxwell, 70
managing action, 20–26
horizontal methods of, 22–23, 27, 58, 227
as prime challenge, 20–21
vertical methods of, 22–23, 58–59, 227, 238
Manz, Charles C., 280–81
martial arts, 11, 12
Maslow, Abraham, 276
McGriffy, Michael, 44
meetings, 230, 273
Mills, C. Wright, 98
mind, 18, 23n, 277
external, xii, 277–78, 297–99
getting things out of, 23–26, 33, 121
natural planning in, 60–62, 65
reasons for things to be on, 17
short-term-memory part of, 24–25
sweep of, 115–20, 255
water simile and, 11, 12, 106, 279, 286
mind mapping, 72, 73, 236, 238
Mind Over Water (Lambert), 11–12
moment-to-moment balancing act, 213–15
Montaigne, Michel Eyquem de, 33
Moore’s Law, xvi
Mowrer, O. H., 86
multilevel outcome management, 270–71
multitasking, 126
mundane tasks, 269–70
Myer, Rochelle, 64
natural reward strategies, 281
Neck, Christopher P., 280–81
negative feelings, 244–45, 259
next-action decisions, 60, 62, 77–79, 127–39, 253–65, 268
accountability and, 262–63
as acquired practice, 254–55
categories of, 43–45
clarity and, 261–62
and creating the option of doing, 255–57
empowerment and, 264–65
intelligent dumbing down and, 259–61
as operational standard, 253, 261–65
procrastination and, 257–61
productivity and, 263
source of technique, 254–55
no, saying, 246
Nordenholt, George F., 259
notebooks, 171, 234, 235
note taking, 32–33
Oettingen, Gabrielle, 282
office, 90, 149–50
open loops, 14, 18, 23n–24n, 30, 31
optimism, 283–84
Organized Mind, The (Levitin), 277
organizations:
capture habit in, 250–52
cultures of, 252, 272–74
organizers, 95–97, 111
organizing, 27–29, 36, 39–49, 52, 64, 141–90, 230
of action reminders, 145–58
agendas in, 150–51
basic categories in, 142–45
basics of, 77
calendar in, 43–45, 145–46
calls in, 148
checklists in, see checklists computer tasks in, 148
contact managers and, 174–75
context categories in, 146–53
and dispersing action reminders, 158
of e-mail-based workflow, 156–58
errands in, 149
folders for, 144–45
home tasks in, 150
incubation and, 46–47, 129–30
of libraries and archives, 175–76
lists for, 19–20, 144–45
in natural planning, 60, 61, 76–77
next-action categories in, 43–45
of nonactionable data, 171–84
nonactionable items in, 45–49
office tasks in, 149–50
original items as action reminders in, 154–58
of paper-based workflow, 154–56
of projects, see project lists; projects purging and, 110–11
read/review items in, 151–53, 156, 179–80
of reference materials, 48–49, 130–31, 172–76; see also files, filing of someday/maybes, see someday/maybes tickler file in, see tickler file traditional models of, 8–9
trash and, 46, 128–29
“waiting for” items in, 153–54
outcome focusing, 266–74
and mastering the mundane, 269–70
multilevel, 270–71
and power of natural planning, 271–72
and shifting to positive organizational culture, 272–74
significance of, 267–69
outcome/vision, 56, 60, 61, 65, 69–72, 201, 215–19, 222–23
outlining applications, 236–37
Ovid, 231
digital technology vs., 235–36
paper-based workflow, 154–56
paper-holding trays, 92–93
Pauling, Linus, 72
pens, 232
planning, 58–82
amount needed, 79–81
formal and structured tools for, 59
reactive, 64–65
unnatural, 63–64, 75
planning, natural, 60–63
brainstorming in, see brainstorming dinner example of, 60–62
five phases of, 65–77
information gathering and, 230
meetings and, 230
need for, 227
next actions in, see next-action decisions as not normal, 62–63
organizing in, 60, 61, 76–77
power of, 271–72
principles in, 60, 68–69
purpose in, 60, 65–68
steps in, 229–30
support structures for, 234–38
tips and techniques for, 227–39
tools for, 231–34
vision/outcome in, 56, 60, 61, 65, 69–72, 201, 215–19, 222–23
what projects to plan, 228–31
see also projects
positive psychology, 276–77
Post-its, 93
principles, 60, 68–69
in Horizon 5, 56–57, 201, 215–19, 222–23
priorities, 210, 225–26
problems, 163, 273, 294–95
process, meaning of, 124
procrastination, 257–61
productivity, 13, 253, 267, 273
next-action decision-making standard and, 263
project lists, 41, 140, 159–67, 222
assessing and populating, 293
control and focus facilitated by, 160
finalizing, 219–20
number of, 164
relationship management and, 161
tensions alleviated by, 160–61
value of, 159–61
Weekly Review and, 161, 166
projects, 41–42, 159–71
ad hoc, 169–71
attached notes for, 169–70
current activities and, 161
deciding on, 228–31
delegated, 165
e-mail and software applications for, 170, 236–38
as heartbeat of operational system, 292–93
higher-horizon interests and commitments and, 162–63
Horizon 1 and, 49, 215–19, 219–20
identifying, 139–40
long-term, 263n
notebooks for, 171, 234, 235
paper-based files for, 170–71
personal vs. professional, 164–65
problems, issues, and opportunities and, 163–64
random, 231
reassessing, 178
subprojects, 166–67
subsorting, 164–65
support materials for, 42, 167–69
support structures for, 234–38
tools for, 231–34
triggers for activating, 180
types of, 165
uncovering, 161–64
see also planning, natural psychological capital (PsyCap), 283–85
purging, 110–11
purpose, 60, 65–68
in Horizon 5, 56–57, 201, 215–19, 222–23
Raeder, Bill, 19
Rand, Ayn, 193
read/review items, 151–53, 156, 179–80
recycling bin, 94–95
reference materials, 108–9, 130–31, 172–76
systems for, 172–76
see also files, filing reflecting, 27–29, 49–51, 52, 191–203
action lists in, 193
bigger picture and, 9–11, 201–3
calendar in, 193
context and, 193–94
horizon areas in, 49
and updating system, 194
Weekly Review in, see Weekly Review what to look at and when, 49–50, 192–94
relationships, capture habit and, 250–52
resilience, 283–84
reticular activating system, 70
review, see reflecting Rogers, Will, 64, 81
rubber bands, 93
Saffo, Paul, 198
Santayana, George, 65
Schwab, Charles, 216
science, see cognitive science Scientific American, 70
self-efficacy, 283–84
self-leadership theory, 280–82
Seligman, Martin, 276
Shaw, George Bernard, 264
shelves, 113–14
six-level model for reviewing your own work, 54–57, 215–16
skepticism, xxviii
Snyder, Steven, 268
software, 170, 236–38
someday/maybes, 176–84, 263n
calendar for, 180–82
“hold and review” files and, 179–80
lists of, 46–47, 177–79
special categories of, 178–79
Weekly Review and, 198
space, 88–91
at home, 89, 90, 150
office, 90, 149–50
sharing of, 90–91
stapler, 93
Sterner, Thomas, xxi
stuff, 18–20, 36–38, 106, 172, 260
workflow diagram for, 37, 40, 123, 143
supplies, 108–9
support materials for projects, 42, 167–69
Suzuki, Shunryu, 13
tape, 93
texting, 32
thinking tools, 231–32
threefold model for evaluating daily work, 53–54, 210–15
tickler file, 46, 47, 182–84
setting up, 183–84
time:
available, 208
setting aside for implementing process, 87–88, 104–5
traditional models for managing, 8–9, 249
to-do lists, 9, 19–20, 44, 146
Toffler, Alvin, 58
Tomlin, Lily, 71
tools, 92–104, 231–34
basic processing, 92–97
digital, see digital technology easels, 233, 234n
filing, see file folders; files, filing thinking, 231–32
whiteboards, 233–34
writing, 32, 232
trash, 46, 128–29
tricks, 85–86
Twain, Mark, 256, 258
two-minute rule, xii, 134–37
values, 10, 245n
Van Doren, Mark, 3
vertical action management, 22–23, 58–59, 227, 238
vision, 56, 60, 61, 65, 69–72, 201, 215–19, 222–23
“waiting for” items, 153–54
Weekly Review and, 197
walls, 113–14
wastebasket, 94–95
Weekly Review, 50–51, 161, 166, 194–201
defined, 195
executive operational, 200–201
getting clear in, 195–96
getting creative in, 195, 197–99
getting current in, 195, 196–97
time and place for, 199–201
whiteboards, 233–34
Whitehead, Alfred North, 185
Willpower (Baumeister and Tierney), 279
Wilson, Desmond, 248
Woodruff, Julia Louise, 247
work, 250
changes in, 6–8
defining, 4n
knowledge, 5, 11, 16–17, 255n
lack of clear boundaries in, 5–6
workspace, see space writing instruments:
paper and pads, 32, 232
pens, 232