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GTD: Boing Boing Mark gets it

Mad Professor: Getting Things Done

Getting Things Done has occasionally been criticized for lacking a focus on what I call Capital Letter Nouns -- as an action-based, tactical toolset for managing life's verbs, it was never intended as a top-down treatise on generating Big Life Decisions. I happen to think that's a big part of what makes it so appealing to people (esp. the techies who crave "actionable items") -- it takes you as you are and says "Okay, let's get to work."

But, funny thing: the folks who stick with GTD past the experimental try-on phase often discover it gives them sharper insight into their goals and values than some of the theoretically more lofty systems that are out there.

It's always satisfying to see folks make that big breakthrough, and that's what I hear Boing Boing's Mark Frauenfelder saying over at Mad Professor:

I bought the book and read it last year, and incorporated a lot of what I learned into my daily routine. But I re-read the book recently and came back with a deeper understanding of what the book is really about. The best summary is on page 19: "The real issue is how to make appropriate choices about what to do at any point in time. The real issue is how we manage actions."

That's the GTD process in a nutshell. It's about setting up a system that allows you to quickly review every single thing you want to do -- large (writing a book) and small (changing the wiper blades on your car) -- so you can decide on the best next physical action you can take to elicit the changes in your life that you desire.

Get those verbs under control, folks, and it's a shitload easier to even see the big nouns.

Matthew Cornell's picture

But, funny thing: the folks...

But, funny thing: the folks who stick with GTD past the experimental try-on phase often discover it gives them sharper insight into their goals and values than some of the theoretically more lofty systems that are out there.

Yes! I think Allen's insight is that the system is approachable from many levels, but it's also deep - as exhibited by the (warranted, in my opinion) excitement it generates. His "bottom-up" approach has certainly helped me quite a lot, at a time when top-down would have done nothing. That said, I do believe the upper levels aren't there yet. I'm working on tying together Allen's version at the lower levels ("Managing Actions and Projects") with Sally McGhee's "Meaningful objectives"...

Thanks for the post!

 
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