December saw the release of David Allen’s Making It All Work:Winning at the Game of Work and the Business of Life, Allen’s long-awaited follow-up to his classic Getting Things Done (Ready for Anything, published in 2004, acts more as a companion to Getting Things Done than a sequel). Making It All Work seems to have been written with the primary goal of addressing some of the the most common criticisms of Allen’s GTD methodology, and clarifying its role outside of the workplace.
Allen thankfully avoids adding a simplistic prioritization scheme to his method; instead, he spends a considerable amount of time expanding on the horizons of focus – woefully short-shrifted in Getting Things Done – and integrating the different levels of awareness with his original process. For Allen, the clarity that comes of working from a trusted system rather than in our heads frees us up to more effectively trust our intuitions about what we should be working on in the heat of the moment.
Add to this a renewed attention to focus and perspective, and Making It All Work provides a valuable addition to Getting Things Done
In this two-part review, I will highlight some of the main features of Making It All Work, beginning with the foundations of GTD as a framework for effective action in today’s post, and continuing with an in-depth look at the work’s major new contributions to GTD in part 2.
As the subtitle, “Winning at the Game of Work and the Business of Life” suggests, Making It All Work is committed to escaping the bounds of the business world and bringing GTD into our non-work lives. The title’s double play suggests Allen’s core message: extend the principles of GTD throughout your life, treating all your tasks, projects, and goals as part of the vocation of living.
Allen is relying heavily on the assumption that we won’t read too much into the idea of “work” – that is,that we’ll avoid the word’s unpleasant connotations of sacrifice, labor, and hardship. Clearly he doesn’t intend for us to consider taking our significant other out for a romantic evening on the town as the same kind of task as, say, arranging a construction crew to repair your office building’s sewage lines.
What he does intend is for GTD’ers to apply the same principles they apply to their least appealing tasks throughout their life – that is, that we should consider every action as part of our steady march towards some greater life purpose and, on a practical level, rely on our physical system of lists, calendars, and weekly reviews to assure we make the most of all our tasks no matter how emotionally significant.
Allen has argued repeatedly that GTD is not a time management system but an attention management system, and he hammers on this theme repeatedly in Making It All Work. GTD is, Allen insists, a framework for helping us focus our attention where it belongs at any particular moment – and once we’ve achieved the clarity that a trusted system allows, we can trust our instincts to guide us to the best and most important thing to be paying attention to.
The alternative is scattered attention, lost focus, and ultimately minimal productivity. When our attention is misplaced, all the things we should be doing or might be doing or want to think about doing or aren’t doing but wonder if we ought to be doing – and on and on – conspire to steal our attention away from the task at hand.
With a solid set of lists and triggers, and strong habits for capturing and processing thoughts as they occur to you for review later when you can give them the attention they deserve, we can release the hold over us that everything we’re not doing can exercise, knowing that we’ll give it its due at the appropriate time and in the appropriate way.
Although “mind like water” references are less common in Making It All Work than in Allen’s earlier books, that is still the ultimate goal – to establish a set of habits and practices that allow one to respond gracefully to new inputs and to instinctively place one’s attention where it will do the most good. With that kind of trust and clarity, priorities become irrelevant – we will naturally work on whatever task is most meaningful for us right now, and know that other tasks will get their turn at the moment when it’s best to tackle them.
These are not new ideas for followers of Allen’s work, but they are given new context and new importance in Making It All Work. In part 2 of this review, we’ll look at some of the most significant departures from or additions to the GTD methodology.
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