A summary of the first six chapters of the book.

1. Getting Things Done
the art of stress-free productivity
Book Summary
Chapters 1 - 6
Book Author : David Allen
Edition : 2015
Dwimalu : : Rohit : : Apeksha : : Shreysi : : Swati
Compiled By

2. A New Practice for a New Reality
GTD
Getting Control of Your Life
Getting Projects Creatively Under Way : Five Phases of Project Planning
Getting Started: Setting up Time, Space and Tools
Capturing: Corralling your “Stuff”
Clarifying: Getting “In” to empty
Ch. 1
Ch. 2
Ch. 3
Ch. 4
Ch. 5
Ch. 6
Index

3. Chapter 1
A New Practice for a New Reality
Chapter Agenda
1.1 The Problem: New Demands, Insufficient Resources
1.2 The Promise: The “Ready State” of the Martial Artist
1.3 The Principle: Dealing Effectively with Internal
Commitments
• The Basic Requirement for Managing Commitments
• The Real Work of Knowledge work
• Why Things are on your mind
• The Transformation of “Stuff”
1.4 The Process: Managing Actions
GTD

4. Ch. 11.1. The Problem : New Demands, Insufficient Resources
GTD
New millennium paradox: Better quality of life, but added stress because people take on more than available resources
No clear
boundaries
in work
Jobs keep
Changing
Old models
and habits
are
insufficient
Trying to
focus on
big picture
High Stress
• Nature of job
changed rapidly
• Training hasn’t
evolved enough
• No ‘limits’ to work-
every project can
be done “better”
• Lack of edges
creates more
work, stress
• Organizations are
constantly evolving
• Average
professional is
changing careers
rapidly
• No one likes to do
a particular thing
for an extended
period
• Traditional time-
management tools
are insufficient
• Calendars, PDAs,
to-do lists
traditional tools
• Average
professional’s
workload now too
complex & dynamic
• Business books,
seminars suggest
focusing on bigger
picture
• In reality, too much
distraction to do it
• Loftier levels
highlights need for
more change
creating more stress

5. Ch. 11.2. The Promise: The “Ready State” of the Martial Artist
GTD
The “Ready” State - The “mind like water” state
“It is a condition of working, doing and being in which the mind is clear
and constructive things are happening”
Need for “mind like water” state
• Mind like water is a simile
reflecting the controlled reaction
of water when a pebble is thrown
• Anything that causes one to over-
react or under-react controls us
• One needs to have a ‘mind like
water’ to give appropriate
attention to things
How prepared are you?
• Being in the state is when one
feels in control and is focused on
the task at hand
• Being far out of it is characterized
by feeling of stress, boredom, out
of control
• The techniques covered in the
further chapters would explain
how to get into the state

6. Implementation of basic behaviors and activities:
• Capture anything that’s unfinished, anything
occupying mind-space, into a system outside one’s
mind that one knows one will come back to
• Clarify what exactly one’s commitment is and decide
the course of action to fulfilling it
• Once the path is decided, keep reminders of the same
in a system that one reviews regularly
GTD
1.3 The Principle : Dealing Effectively with Internal Commitments
Basic Requirements for Managing Commitments The Real work of Knowledge work
• The need to think about stuff more than one realizes
but less than one is afraid of
• Natural tendency to resist thinking about what needs
to be done about issues in their life
• Outcome thinking, or defining outcomes, is one of the
most effective things for getting things done
Ch. 1

7. When one has something on their mind, its
because they want it to be different yet:
• Hasn’t clarified what exactly the intended
outcome is
• Hasn’t decided the next steps
• Hasn’t put reminders of the outcome and
actions required in a trusted system
Because, one can fool everyone else, but can’t
fool oneself
GTD
1.3 The Principle : Dealing Effectively with Internal Commitments
Why Things are on your mind The Transformation of “Stuff”
“Stuff” is defined as, “anything that you have
allowed into your psychological or physical
world that doesn’t belong where it is, but for
which you haven’t determined the desired
outcome and the next action step”
• Organizing systems work when the “Stuff”
is decoded into real work which can be
controlled
• Its our personal commitment to clarify and
understand the meaning of stuff
Ch. 1

8. 1.4 The Process: Managing Actions
GTD
Ch. 1
Managing
stuff
Managing Actions:
Clarity on what to do
and defining next steps
Bottom-up approach:
Clearing the mundane
things clears way for
the more important
ideas
Horizontal (coherence
across all activities of
current involvement)
and Vertical (thinking
up & down the track of
individual topics)
control
Getting it all out of your
head: Capture thought
and actions in objective
tools to reduce the stress
in your head

9. Chapter 2
Getting Control of Your Life
Chapter Agenda
2. Five stage of Managing Workflow
2.1. Capture
2.2 Clarify
2.3 Organize
2.4 Reflect
2.5 Engage
GTD

10. Ch. 2Overview
• The chapter focuses on management of the horizontal aspects of our lives
• All five stages are integrated yet should not be done together
• The biggest reason of failure is trying to do “the most important things.
GTD

11. Ch. 22.1. Capture
GTD
Gathering 100% of the “ Incompletes”
• All the things you consider incomplete: “need
to”, “ought to”, “should”
• Capture it into containers until decision
Capturing tools
• The Physical In-tray
• Writing Paper and Pads
• Digital and Voice Note taking
• E-mail and texting
Get It All Out of Your Head
• Trying to keep track of too
many things : demotivator
• Collection tools to be part of
lifestyle
Minimize the number of capture
locations
• Enough to capture
information anywhere
• As few so that information can
be easily processed
Empty the Capture tools
regularly
• To decide “what it is” and
“what is to be done with it”
The Success Factors for capturing
• The sense of trust that nothing possibly useful will get lost gives one the freedom to think

12. Ch. 22.2 Clarify
• Action and information to be reminded off is identified and entrusted to a concrete system
GTD
“Stuff” In-basket
Do it
What
is it?
What is the
next action?
Delegate
it
Is it
actionable?
Defer it
Willittakelessthan2min
Yes
No
Reference
(retrievable when
required)
Someday/Maybe
(Tickler file; hold for
review)
Trash
Projects
(planning)
Project Plans
(review for
actions)
YesNo
Waiting
(For someone
else to do)
Calendar
(To do at a
specific time)
Next Action
(To do as soon
as I can)Clarify
Organize

13. Ch. 22.3 Organize
GTD
8. Reference7. Incubation6. Trash1. Projects
2. Project
Plans
3. Waiting 4. Calendar
5. Next
Action List
The Next-Action categories Non-actionable items
 Time-specific actions
 Day-specifications
 Day-specific
information
 Someday/Maybe
 Tickler system
• Categories of reminders and materials that will result from processing all information

14. Ch. 22.4 Reflect
GTD
What to review when
 Calendar
 Next Action List
 Waiting list
Critical success factor
 Gather and process all your stuff
 Review your system
 Update your lists
 Get calm, clear, current and complete
• Having an overview of all the outstanding projects and loops

15. Ch. 22.5 Engage
GTD
The Four-Criteria Model
for choosing actions in the
moment
 Context
 Time Available
 Energy Available
 Priority
The Threefold Model
for Identifying Daily
Work
 Doing predefined work
 Doing work as it shows up
 Defining your work
The Six-Level Model
for Reviewing Your Work
 Ground : Current Actions
 Horizon 1: Current Projects
 Horizon 2 : Areas of focus and
accountabilities
 Horizon 3: Goals
 Horizon 4 : Vision
 Horizon 5 : Purpose and principles
Three Models for Making Action Choices
• Objective to facilitate decision making on what is to be done at any point in time

16. Chapter 3
Getting Projects Creatively Under Way:
Five Phases of Project Planning
Chapter Agenda
3.1 Vertical Focus and Types of Planning
• Natural Planning Model
• Unnatural Planning Model
• Reactive Planning Model
3.2 Five Phases of Natural Planning
• Purpose and Principles
• Vision and Outcome
• Brainstorming
• Organizing
• Next Actions
GTD

17. Ch. 33.1. Vertical Focus and Types of Planning
GTD
Need of Vertical Focus
• Greater rigor and focus to get a project under control
• Ensure the right steps have been determined
• Validate and support our thinking
Natural Planning Model
• This is how we plan things
usually in a day
• May not necessarily be the
normal planning mode;
• In formal scenarios, we plan
differently
Reactive Planning Model
• Used in times of crisis
• Reverse of natural model
• Always comes back to a top-down
focus – Question is when natural
planning will be done
Unnatural Planning Model
• Approaching any situation from a
perspective that is not the
natural way mind operates
• Deciding goals and objectives
before a solution
• Ex: Making project outlines

18. • Purpose asks the “why?” question i.e. provides the
juice and the direction
• Principles are the standards and values that define
criteria for excellence in behavior and parameters for
action
• Principles give clarity and reference point for positive
conduct
GTD
3.2. Five Phases of Natural Planning
Benefits of Asking ‘Why?’
• Defines success
• Creates decision-making criteria
• Aligns resources
• Motivates
• Clarifies focus
• Expands options
1. Purpose and Principles 2. Vision and Outcome
• Asks the “what?” question
• Having clarity and focus helps brain’s reticular
activating system (RAS) to start making you aware
of how it can happen
• The RAS is responsible for self-fulfilling prophecies,
and the effect where once you become aware of
something you start seeing it everywhere.
Steps for developing a vision
• View the project from beyond the
completion date
• Envision "WILD SUCCESS"!
• Capture features, aspects, qualities
you imagine in place
Ch. 3

19. GTD
3.2. Five Phases of Natural Planning
• Can be done internally or externally (mind-mapping,
white boards, etc.)
• External brainstorming helps see everything without
having to remember it all
• Distributed Cognition: External helps generate many
new ideas
Keys to Good Brainstorming
• Don’t judge, challenge, evaluate, or
criticize
• Go for quantity, not quality
• Put analysis and organization in
the background
3. Brainstorming 4. Organizing
• Helps figure out the are the things that must occur to
create the final result and their order
• Make good use of structuring tools from informal
bullet points to project planning software
• Create Project Plan – Identify the smaller outcomes,
which can then be naturally planned
The Basics of Organizing
• Identify the significant pieces.
• Sort by (one or more):
• components
• Sequences
• priorities
• Detail to the required degree
Ch. 3

20. 3.2. Five Phases of Natural Planning
GTD
Ch. 3
• Involves decisions about the allocation and
reallocation of physical resources
• Activating the Moving Parts: All actions that can be
taken now should be identified
• Dependent actions can wait until the steps they
depend on have been completed
The Basics of Next Actions
• Decide on next actions for each of
the current moving parts of the
project.
• Decide on the next action in the
planning process, if necessary
5. Next Actions
80% projects can go
through this in the head
15% require external
brainstorming and 5%
need deliberate
application of steps
To need more clarity,
shift up towards purpose
To need more actions to
happen, shift down
towards Next Actions
How much planning to do?

21. Chapter 4
Getting Started: Setting up Time, Space and Tools
Chapter Agenda
4.1 Setting Aside Time
4.2 Setting up the Space
4.3 Getting the tools you’ll need
4.4 Filing System
GTD

22. Ch. 44.1. Setting Aside Time
• Create a block of time to initialize and prepare a workstation – Makes it attractive tosit down through work
• Getting set up can take a couple of days but can be done in smaller chunks
• Best is to have a large chunk of uninterrupted time, such as a weekend or holiday
• After hours at the office isn’t as good because you’re tired and have less time
GTD
Before you start, clear all commitments for that time so
you’re not thinking about what you have to remember to
do afterwards !

23. You will need a physical location to serve as a ‘central cockpit of control’
Minimum Requirements
• Writing Surface
• Room for an in-basket
GTD
More Functional Requirements
• Phone, Computer
• Stacking Trays, Working file drawers
• Paper, favorite writing instrument
• Any essential equipment for working
4.2. Setting Up the Space Ch. 4
If you work outside the
home, make satellite
control centers at
home and work
If you travel a lot,
make a portable
version with the basic
files and supplies
Don’t share control
space with anyone
else!

24. • You don’t need a planner unless you’re already using one regularly
GTD
4.3. Getting the tools you’ll need
• Find a simple, fast, and fun way of creating lists on the run and reviewing lists easily
and regularly
Basic Processing Tools
Paper-holding trays (at least
three)
A stack of plain letter-size
paper
Pen/ Pencil
Post-its (3x3s)
Paper clips
Binder Clips
Stapler and Staples
Scotch Tape
Rubber Bands
Automatic Labeler (Inexpensive
Brother brand with AC adapter and
black-on-white tape)
File Folders
Calendar
Wastebasket/ recycling bins
• The author provides an extensive list of tools that will be needed
Ch. 4

25. 4.4. Filing System
GTD
Ch. 4
Discreet Filing Systems
• Used for contracts, financial data, etc.
• These are all one type of thing where
the category would fill more than half a
file drawer
General Filing Systems
• Used for or notes, brochures, faxes,
printouts, etc.
• The filing needs to be fun to do, easy,
and complete
2 Types of Filing
Systems
Success Tips
• Keep general reference within “swivel distance” of your control area
• Use one alphabetic system (up to one subdivision: Gardening— pots,
Gardening—ideas, etc.)
• Have lots of fresh folders on hand
• Keep drawers under 3⁄4 full for easy access
• Label with automatic labeler
• Get rid of hanging files (or do one labeled file per hanger)
• Have cabinets with high-quality mechanics
• Purge files at least once per year

26. Chapter 5
Capturing: Corralling your “Stuff”
Chapter Agenda
5.1 Premise : Ready, Set…
Go!
5.2 Physical Gathering
• Approach
• Issues
• Order
5.3 Mental Gathering
• Triggers
GTD

27. Ch. 55.1. Premise : Ready, Set… Go!
• The chapter is an extension to chapter 1 where the author elaborates on dealing with incompletes
• The process of capturing makes us aware of what we are “not” doing and get a holistic picture of the “doing”
• Stuff that lies around as is, was and could be “potentially” important is eating up more energy than it
deserves
• The importance of corralling is explained through the two forms of physical and mental gathering
GTD

28. • Search your physical environment for non permanent things and move them to the “In – Tray”
Unchanging Categories
• Supplies : Regular needs like stationary, business cards, forms etc.
• Reference Material : Information, schedules, phone number books
etc.
• Decoration : Artwork, pictures etc.
• Equipment : Phone, computer, printer etc.
Issues in Capturing
• More than what will fit in the tray
• Purging and organizing –
derailment
• Previously organized stuff
• Running into critical things
GTD
Management
 Make lists, notes, reminders etc. putting dates on everything is a worthy habit
 Clarify and clear your lists quickly, create smaller projects to purge and clean
 Ideally previously organized stuff should be moved to “still processing” list
 Prioritize and ensure that your organizing is going to put it first in the to-do
list
(In)Action
• Usually need not be tossed in the tray
• There should be no action tied to them
• The essence of capturing is complete when one can identify the outer edges to the “In” inventory
Ch. 55.2. Physical Gathering

29. • On completion of physical gathering, move on to work on your mental RAM space
GTD
Ch. 55.3. Mental Gathering
• The author recommends listing out all the actions, thoughts and ideas on paper
• This is handy and helps in prioritizing focus on one item at a time and avoids
clutter
• It is better to overdo the process than to risk missing out things, make enough
stacks
Professional
Projects
Communications
Meetings
Financials
Planning/Organizing
Management
Administration
Professional Development
Professional
Leisure
Family/ Relationships
Upcoming events
Legal
Health
Personal Development
Community
Errands
• The author then provides an extensive list of incompletion triggers for tray items

30. Chapter 6
Clarifying: Getting “In” to empty
Chapter Agenda
6.1 Processing Guidelines
6.2 The next action
• Identifying
• Do, Delegate, Defer
6.3 Project identification
GTD

31. Ch. 66.1. Processing guidelines
GTD
Workflow Diagram
Processing
• Process top item first (LIFO/FIFO)
• Process one item at a time
• Never put anything back into “IN”
The focus of this chapter is on the
“Next Action”
• Focus on one task and in order
• Avoid emergency scanning
• Disorder may lead to unprocessed tasks
• Multitasking is an exception in a few tasks
Post this the results would be
• Trashing unnecessary tasks
• Finishing short tasks (< 2 minutes)
• Delegation of tasks
• Reminders are made
Image source: Internet

32. Ch. 66.2. The Next Action
GTD
• Avoid information clutter by trashing tasks based on necessity Trash
• Identify tasks that have the potential to be realized later and tag them Incubate
• Create references and labels to easily pick the tasks for the future Reference
Decision
Action
or
No Action
Do It
• If it takes less than 2 minutes
• Does not need tracking
• Spend task time considerately
Delegate It
• “Best person to do it” question
• Find a delegate and handoff tasks
• Keep dates and reminders
• Track the delegation
Defer it
• Takes longer than 2 minutes
• Move them to pending list
• Add reminders to notify oneself
If Actionable
• Pending tasks are then moved up for further organizing and planning
If Transferable If Foreseeable

33. Ch. 66.3. Project Identification
GTD
• Make project definitions as broad as possible when listing them
• The listing is not merely for prioritizing but to add tabs and placeholders on
tasks
• This also adds a reviewing aspect to where we are in the completion of tasks
• Broad definition of projects enables one to avoid complacency of completion
• After the project identification the stance of the “In” Tray is on actionable terms
Listing Projects
• Order
• Importance
• Broad Scope
• Action-ability
• Review

34. Thank You