Getting Things Done: The Art of Stress-Free Productivity

Getting Things Done: The Art of Stress-Free Productivity is a self-help guide by productivity coach and consultant David Allen. As the title suggests, the book focuses on increasing productivity while reducing stress levels, combining techniques from business and psychology. The author claims that the solution to feeling overwhelmed by commitments (both professional and personal) is to use his failsafe organizational system. He suggests that implementing this system will free readers from worrying about what they are not doing and provide greater clarity of focus. Key themes of the book include the importance of maintaining clear boundaries, the value of front-end thinking, and the benefits of a bottom-up approach to workflow.

Getting Things Done was first published in 2001. This guide refers to the 2015 revised edition, issued in response to scientific and technological advances since the book’s first publication.

Summary

Getting Things Done consists of three parts. Part 1 outlines the key concepts and aims of the book. Part 2 is a step-by-step guide to implementing Allen’s organizational system. Part 3 details the psychological benefits readers can expect to experience if they adhere to the system.

In the early chapters, Allen establishes the relationship between the inability to manage work commitments and stress. He argues that the human brain is not designed to focus on more than one thing at a time. Consequently, storing uncompleted tasks (“open loops”) in the short-term memory drains one’s ability to concentrate on other tasks. Allen presents a “mind like water” as the ultimate psychological goal. In this state, one is calm, present, and completely engaged in a task. However, to achieve a mind like water, all open loops must be captured in a reliable system outside the brain.

Allen considers all uncompleted tasks—personal and professional—as workflow. Crucial to his methodology is a five-step method of processing workflow: Capture, Clarify, Organize, Reflect, and Engage. The first two steps comprise gathering and defining work. During the Capture process, all incomplete tasks are collected and placed in an in-tray. As well as capturing all items in the physical environment, this stage requires a “mind sweep”—clearing the short-term memory of open loops. The Clarify phase empties the in-tray and decides on “Next Actions.” Allen introduces a “two-minute rule” to this process. If a task can be completed within two minutes, it must be done immediately. If not, the item is likely a Project (something that will take more than one action to achieve). In this case, the next physical action to progress the project must be determined. Once decided on, next actions can be delegated to someone else or deferred to an appropriate time.

In Part 2, Allen provides detailed advice on the Organize phase—setting up an effective organizational system. He states that all systems should include seven basic categories: a calendar; a Projects list; Project support folders; Next Actions, Waiting For, and Someday/Maybe lists; and Reference material folders. Clear boundaries between these categories must be maintained.

Step 4 of Allen’s method, Reflect, involves the daily reviewing of calendar appointments and Next Actions lists. In addition, a Weekly Review is critical to keep on top of commitments at all levels. This weekly process comprises capturing and processing new items and reviewing all lists.

In discussing Step 5, Engage, the author outlines three priority frameworks to apply when deciding what action to take next: the four-criteria model, the threefold model, and the six-level model. The four-criteria model considers context (location and tools available), time available, energy levels, and urgency. The three-fold model describes the three different types of work that can be engaged in. “Pre-defined work” is created by the calendar and “Next Actions” list. “Defining work” involves the clarifying process (clearing the in-tray and deciding on Next Actions). The third option is engaging with work as it arrives. Finally, Allen’s six-level-model views commitments from multiple levels, from ground-level (current actions) up to “Horizon 5” (life goals and purpose).

Part 3 of the book details the psychological benefits of the Getting Things Done methodology. As well as increasing productivity, Allen claims his techniques positively impact psychological well-being, improving personal relationships and making people happier in their work. The author illustrates this point by drawing parallels between his methods and recent innovations in the fields of psychology and cognitive science.