GTD stands for "Getting Things Done" and it has sort of a cult-like following on the internet (and when I say "cult-like", I mean that in the healthiest, most productive way, not like Jonestown or anything ;-)). There's a good chance that you've seen the initials GTD floating around the blogosphere and have perhaps wondered what the big deal is.
Here's a little Q & A to get you initiated into what the GTD hubbub is about:
1. What are the benefits of using the GTD system?
Well, according to David Allen's website ,
"Implementing GTD alleviates the feeling of overwhelm, instills confidence, and releases a flood of creative energy. It provides structure without constraint, managing details with maximum flexibility. The system rigorously adheres to the core principles of productivity, while allowing tremendous freedom in the "how." The only "right" way to do GTD is getting meaningful things done with truly the least amount of invested attention and energy."
2. Is this system a pain in the butt to implement?
Not really. I mean, you do have to change the way you view and process incoming information, but it's really not rocket science. It's just lists and simple time management strategies. One thing about this system though, is that it's more of a lifestyle than a work strategy. It's something you do for your life, rather than just at the office.
3) What are the main concepts behind GTD? Let me refer you to Merlin Mann's wonderful wiki on Getting Things Done in which he states:
The core of GTD consists of a sequence of routines for dealing with incoming claims on your time. These routines are intended to provide a system for dealing with tasks that takes things off your mind by being external and trust-worthy:
a) The Collection stage is where all stuff is gathered together in an unstructured manner. This stage involves writing down whatever things one can think of that needs doing (possibly using trigger lists), and all places where relevant information might accumulate, such as in folders and drawers, are emptied into one place.
b) The Process stage is where these items are sorted, and the further activity needed by them is decided. For each item, one asks:
- Does the item require further action? If so, we can either (i) do it now, recommended for tasks that can be completed in under 2 minutes, (ii) delegate it and place it on a monitor list, or (iii) defer it, by assigning a next action to it and placing it on an action list.
- If not then we should look for any value the item has. Might
the item suggest future action given further thought? Then we should incubate it, putting it on a sometime/maybe list. Does the item have archive value? Then file it.
- If the item demands no action, is not a spur to future thought, and does not have reference value, then it is junk and you can junk it.
c) The Organize stage takes these sorted items and puts them together in a form than can be used through the day for allocating tasks to time.
d) Regular Reviews ensure the organisation is a system
that can be trusted, by scheduling collect & process stages to
ensure that nothing escapes, ensuring that projects are
associated with sensible next actions, pruning action lists of
irrelevant actions, and looking over sometime/maybe lists for new spurs
to action.
e) Finally, through the working day, the Do stage uses the organised task lists to get things done.
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