Note: I decided that I’d better make this three parts instead of the originally-planned two. Allen’s work is, of course, central to the whole field of personal productivity, so it’s worth really diving into it. Don’t miss Part 1 here.
At the center of Making It All Work is a renewed emphasis on control — effectively managing the work in your life — and perspective — aligning your work with your greater life goals and purpose. Allen lays these out along two axes, control and perspective, developing a set of four quadrants that are surprisingly resonant with Stephen Covey’s urgent/important quadrants (urgent = low control, important = high perspective). For Allen, the ideal place to be is one where you have a great deal of control and a great deal of perspective — that is, where you’re working as efficiently as possible on tasks of great importance and with minimal stress.
The control axis in Making It All Work essentially rehashes and expands the core GTD methodology from Allen’s earlier work, with some slight changes in terminology” Capture, Clarify, Organize, Reflect, and Engage. Considering that this territory is already well covered in his earlier work, it might be surprising that Allen devotes 125 pages to it here — but as it is the main doable part of GTD, the part that you can set the book down and apply immediately, it seems worthwhile to revisit it. And Allen’s thinking has evolved somewhat, especially in the “Do” (“Engage”) part, where he devotes much more attention (thus addressing a big criticism of GTD, that it spends a lot of time helping us prepare to do stuff but stops just at the point where we actually do do stuff).
GTD is noted for its simplicity, and it’s the simplicity of this part of it that earns it the most adherents and yields the greatest tangible benefit. To start GTD, you walk through the 5 steps: capture, clarify, organize, reflect, engage. To maintain your system, you do the same: capture, clarify, organize, reflect, engage. To get back on track after the inevitable slip-ups: capture, clarify, organize, reflect, engage.
- Capture: GTD is all about attention, and capture is all about, in Allen’s words, “paying attention to whatever has your attention.” Our minds are imperfect, and unfortunately not in predictable ways. We will forget things that are of utmost importance (like our wedding anniversary), and obsess over trivial matters (like remembering to pick up milk on the way home). Capture functions at two levels — both the thorough “mindsweep” when we get started with GTD and again during each weekly review, where we inventory every possible thing that has our attention, no matter how significant or minor, and the incidental capture of fleeting thoughts so that we can get them into our system without seriously interrupting whatever task we’re currently focusing on.
- Clarify: Capture is meant to be indiscriminatory — if it has your attention, you capture it. Calrification is the process of deciding what to do with the “stuff” you’ve captured. This is the stage of processing your inbox, going over meeting notes and letters, sorting all the notes in your Moleskine. The first question to ask is, “Is it actionable?” If it is, then you determine what action needs to be taken (create a next action, start a new project, defer to someone else) and add that to the relevant list or your calendar. If it isn’t actionable, you need to decide if it’s reference material to be filed away, something to mull over and defer until later (which means it goes into your tickler file), or nothing at all (and can be tossed).
- Organize: Organization is at the heart of the “system” part of GTD — it’s where all your next actions, projects, goals, reference materials, and so on are kept and made available. Allen outlines 6 categories of “things” that need organizing:
- Outcomes: High-level personal statements like your vision of yourself in 5-10 years, your principles, a list of your areas of focus, and low-level functional material like your projects list.
- Actions: The lists and other material that drive your daily activities, including your next actions sorted by context (e.g. @home, @office), your “waiting for” list to remind you of work deferred to others, and your calendar detailing what needs to get done when.
- Incubating: Projects and actions that you aren’t ready or willing to take on at the moment, or that you’re not sure you want to take on at all. These go on your “someday/maybe” list.
- Support: All your planning documents and collateral material that are needed to work on your active projects.
- Reference: All documents, research material, articles, and other stuff that is not needed for current projects but which may prove useful for future projects.
- Trash: Everything that doesn’t have a place in your life right now.
- Reflect: Called “Review” in Allen’s earlier books, the new term reflects a more active and creative approach to looking over existing commitments and generating new project and ideas. The key is still the Weekly Review, a regular “time out” from the hustle of day-to-day work in order to bring your system up to date and look forward into the future.
- Engaging: The selection and execution of tasks from your next action lists in the appropriate context. What’s new here is Allen’s head-on approach to priorities. For Allen, the entire purpose of all the other stages is so that at any given moment, you can focus fully on the one task that, given where you’re at and the time available to you, is the single most important thing you could be doing right now. The work of defining, scheduling, assessing, and preparing for the actual action is already taken care of — leaving you free from moment to moment to pursue the particular action that is most appropriate for that moment.
In the next and (hopefully) last part of this review, we’ll look at the other axis, perspective. Allen’s take on perspective is centered around the Horizons of Focus (10,000 feet, 20,000 feet, etc.) that he introduced in Getting Things Done, but which here are described in far greater depth than before. We’ll begin in the next post where we end in this one, with action, the “runway” level where doing occurs. See you then!
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