C2&C3 Response

I finally made a decision to try to use this new system last Thursday. I wrote down all the things that are bugging in my mind:a skydiving coupon in Seattle, install bookshelf, homework......after I cleaned my mind and created an "in-bucket", I started to categorize things into "someday/maybe" "next action" and "project"lists. Surprisingly, I found that most of the things in my mind are in "someday/maybe" list! That means those unimportant things are not worth for my time and energy. Those are things I can do later; in other words, some of those I don't have the chance to do at this moment (like the skydiving coupon in Seattle).

I used "to-do" list for years and it did fried my brain especially when I looked at the long list hourly. I felt like there are so many things waiting for me to do and I honestly don't have time for everything. Procrastination starts right here. Now I try the new system and break down big project into small steps, things get easier to manage. I don't have to take out a big trunk of time only for a research paper; I can review the "next action"list and do things based on how much time I have in the day. The most important thing is to trust the calendar and the new system.

The interesting thing is I felt like I was reborn after I use the system. My mind was more peaceful than before. As a transfer junior, I was expecting my first research paper for an A,but now I tell myself if I don't give myself the chance to fall down, I would never learn how to stand up again and learn from the mistake. It is ok to get a C if I have tried my best. I am standing on the starting line now and the only person I can compare to is myself. I get C for the first time and I will try to get B next time. Everything has a process and we always need to move to next action in order to complete the project. We can't swallow a watermelon at one time--it need to be cut into pieces.This system is an inspiration for me.

Chapters 2 & 3

I found chapter three to be very helpful in finally clarifying the different steps to sort through all the "stuff" in our lives.  I will most likely be using my email as an in-basket, as I find that currently I receive most things electronically.  I hardly receive anything of significance in the mail.  If I decide it is not actionable, I can trash it, store it in a someday folder, or a reference folder using email tools. I think that the majority of tasks will take less than two minutes, and in my case, will either fall into things I need to do or defer, using my online calendar.  These steps seem easy enough.  Allen quickly answered one of the issues I found troublesome: when will I be completing these steps? All at once, one day at a time?  He finds it most helpful to separate these stages as he moves through the day.  The stages described in chapter three in regard to project planning including defining purposes and principles, outcome visioning, brainstorming, organizing, and identifying next actions seem a lot more time complicated.  Although they make a lot of sense, I think viewing them as time consuming stems from a problem I've had with organizing in the past: being overwhelmed by the use of computer related organizing systems like e-mail, calendars, and phones in combination with paper systems like the common in-basket.  I wonder how I'd store all my brainstorming sheets and how I would have them available when necessary.  Perhaps taking these notes on my computer instead would be useful?  Maybe it's something I'll have to work through on my own once I tackle a project.

Chapter 2/3 Post

            I found that re-reading chapter two was crucial in my understanding of how to manage the five levels of task management. I grasped much more of the information, and could think critically about how to use the steps for my own life. In particular, I found that the distinctions between doing an action immediately it if it is under two minutes, delegating it to someone more appropriate, or deferring it to a later date is a great plan and will help to prevent procrastination and feeling overwhelmed. I also stopped making daily to-do lists after reading chapter two and I feel that I am less discouraged at the end of the day when I still have a working list to review. The only section that I was confused about was the different “feet” levels, but I should review it for the process of deciding how to complete personal work.

            Chapter three was really interesting as a development on the different aspects of project planning. The five steps of defining purpose and principles, outcome visioning, brainstorming, organizing, and identifying next actions are exceptionally helpful for larger projects, but I also like that he understands that 80% of projects are smaller in focus and can be accomplished by quickly going through the steps. In addition, the brainstorming section was very insightful as a leader to encourage participation from those I manage. 

Week 2 Entry - Chapter 2 and 3

Once we take all the steps to collect, process, organize and review we come to the part where we actually do the actions we set out.  When choosing what task to perform, a valuable criterion that Allen touches upon in Chapter 2 is energy availability.  The consideration of the energy we have is important because actually doing the work requires physical and mental energy.  Reflecting on our sacrifice in energy can easily be overlooked when the motivation behind the action is that we must do them, and people are constantly pushing through the tiredness to complete tasks.  I believe that energy and motivation play off each other.  For example, I would feel that I had no more energy at the end the day of doing required tasks, but I would suddenly have new found energy if my motivation changed (e.g. something I want to do).  That is why allocating our energy at appropriate times for a task is important, so we feel that we can complete them.

Tasks we perceive as overbearing may be pushed until we really have to deal with them, such as in Chapter 3 in which Allen talks about the Reactive Planning Model.  People try to compensate for waiting until the last minute to plan by working in overdrive.  This just emphasizes the need for more front end planning.  Allen’s steps of organization seem to unclutter our in-basket of stuff in order for us to see where our energy should go, instead of spreading ourselves over many large and small tasks leading us to feel stuck.  Also, the system clears up our mind so we can spend more mental energy toward doing tasks rather than trying to remember what the tasks are. 

Another valuable point from Chapter 3 is not judging, challenging, evaluating, or criticizing during the brainstorming process of natural planning.  The purpose of brainstorming is to productively flush out all the ideas in order to come up with how to go about the task.  If there is fear of “bad ideas” this may create a more stop-and-go type of thinking rather than efficient flow.  This habit of stop-and-go thinking can translate to staggered actions, in which we do not follow through with our tasks particularly in fear of judgment. 

Ch 2+3 Response

Chapter 2 basically covered on how to make a system, which I have addressed with my own system consisting of Toodledo + Google Calendar + Evernote. However, data organization is still an issue for me. I have more an issue of just simply getting things done then planning.
In chapter 3, I wholeheartedly agree with his breakdown of the natural planning process. I actually happened to follow that exact same process (without knowing the exact steps). I basically started with wanting to throw a barbeque just because school had been taxing as of late, and within a day I was able to get all the materials and FB event ready. In contrast, planning for my club in high school was extremely hard because I didn't know the actual purpose of the existence of the club (besides helping my resume; but that obviously wouldn't be part of the mission statement for the club).

Chapter 2 & 3 Response

Shobna Khunkhun

In this weeks readings, I found it to be more practically applicable than last weeks introductory reading. The author provided a detailed flow chart and explanation on exactly how to start closing the open loops of stuff that we collect in your minds. In order to start closing those open loops one can follow the five stages of work flow model: Collect, Process, Organize, Review, Do. The first stage, collect, asks us to simply gather the papers, notes, emails, all of the “stuff” in our heads and place them into specific in-baskets. The process and organization stages seem to be the next most important factors and basis of the model. Both emphasize how to define and assess each thing in your in-basket and further plan an action accordingly. One thing I found very interesting was the authors mention that “you  can’t organize what’s incoming--you can only collect and process it. Instead, you organize the actions you’ll need to take based on the decision you’ve made about what needs to be done” (31). I found this intriguing because it conceptually differentiated process from organization--incoming stuff can be collected and processed but only actions can be organized. While the two are conceptually different, the only thing I had a bit of difficulty with is differentiated the flow charts between the process and organization stages; how are these two stages practically different? Additionally, in the organization stage, I found it helpful when the author defined specific uses for a calendar (i.e time-specific action, day-specific actions and day-specific information),  and the uses for the next action lists for planning steps of a project. I love to make lists, but my to-do lists end up being extremely long an not useful when it comes to implementation. Placing actions on calendars and next action lists might be something extremely useful because it turns the list into categorically specific actionable items. The main points of this reading was how to get all of the “stuff”, thoughts, to-lists out of our heads-so they don’t linger in our psyche-then to process and take action; literally (in a sense) clearing your mind without having to take a yoga class.

Ch 2 and 3 Response

In chapter 2, Allen definitely broke down the system of how to organize everything. What I found the most useful was the "Workflow Diagram-Processing" because it enabled me to get into action. What I found most surprising is that I had a lot "stuff" that was actionable immediately, and I finished the action within minutes. Another thing that surprised me is how much trash I had in my "stuff." I think that we are so busy in our lives that we just keep adding things to our "stuff," but we never take into consideration if it is really worth our time and action.

We it came down to organizing my "stuff," I used my Ipod's notepad because I find it easier for me to access it whenever I want to add, review or take action. However, although technology is great, I did have to make a physical baskets to keep up with my shopping receipts, and I also used a paper calendar.
In chapter 3, Allen introduced us to the "Natural Planning Techniques: The Five Phases." This I found extremely helpful because it clarifies my project/goal of what, why, when and how my project should be. My favorite phase is brainstorming. Like he said most of us learned this technique in 3rd and 4th grade. I hadn't brainstormed since high school, thank you Ms. Williams.

Ch. 2 & 3 response

Chapter 2 was great because I see how Allen is setting up the framework for the rest of the book.  He gives us the broad "Five Stages of Managing Workflows."  I strongly agree with Allen that the most import stage is process because many people can try to collect, review and do.  But, without the key step of process, one can easily get lost in the flood of "stuff" to collect, review and do.  But, when you process something, you can designate an action, or non-action, for that item.  And one of the great things that processing items does, is that it "empty's your containers."  So, instead of having containers pile up and trying to spend a week in getting your containers empty, processing items will help keep trays up-to-date.  Another strategy tip that I loved was to make my calendar 'sacred.'  This means to not just make my calendar a Daily-To-Do list, because when you always have a To-do list, the items in the list will tend to lose it's importance.  Without proper processing and organizing of "stuff," your To-do list can easily become another container, and not a container with value.  The last part of chapter 2 was valuable because it made me think of my own "Six-level Model for Reviewing my Own Work."  Although, I have done short-term and long-term goals lists, this six-levels really makes it more in depth and allows me to think of each goal clearly and thoroughly, helping me clear my RAM during those moments. 

            I felt like chapter 3 was an in-depth example of what chapter 2 was telling us.  Chapter 3 had a lot more of a business-model vibe to it.  The "Five phases of project planning" were: purpose/principles, vision/outcome, brainstorming, organizing, and next actions.  His example of picking out a restaurant to go eat is a great example of how these five phases are utilized in every and any situation.  

Chapter 2 & 3

After reading through chapters two and three, a few things in particular stuck out in my mind:

1. "Most people try to 'get organized' but make the mistake of doing it with incomplete batches of 'stuff' (Allen 31).
Story of my life. I wouldn't say I'm a disorganized person; in fact, I would go as far as to say that I am incredibly organized. However, in the recent months, I always feel like I'm behind on some unstated schedule. While I'm performing one task, the looming presence of four or five other ones always seems to be floating about in my mind. What I feel that this has led to is a constant state of dissatisfaction with my own discipline and an ongoing sense of uneasiness. Ironically, because of my inability to organize my life in its entirety (as David Allen is suggesting), it often leads to MORE procrastination because I feel like there is so much to do and there's no way I'm going to complete it all... so let's go on Facebook instead.

Which leads to my second point,
2. "The way I look at it, the calendar should be sacred territory. If you write something there, it must get done that day or not at all. The only rewriting should be for changed appointments" (Allen 41).
This segment was mind-blowing. One only has to take a look at my personal planner to understand why; my little notebook has more scratch-outs and arrows than the first draft of a teenage love letter. His points helped me to understand how, by writing a long list of to-dos that I can't possibly complete and almost don't expect to, I'm actually making myself LESS productive! He explains that this practice will only cause me to take my to-do items LESS seriously and, in the long run, feel MORE overwhelmed as things build up. Genius.

Lastly,
3. I'm just trying to get a better understanding of what his organizational system looks like practically. So far, I've deducted it to be a number of inboxes and a very proactive system of processing "stuff" in order to not let things build up. However, I'm still having a hard time envisioning what this system actually looks like in the everyday and would like to see it in action in a person, specifically a student's, life.

Chapter 1 Response

"There are so many things to do and there is only 24 hours in a day!" "Oh my god I still have three papers unfinished and tons of readings to do!" "It's hard for me to breathe right now." "Even a tiny thing like dropping a pen would make me feel like a fool now."  These are some bells that are ringing in my head today. I guess everybody has been in the stage where they feel everything around them are out of control and the whole world is against them. Well, I am the unlucky person today--right in the middle of the stage. I decided to reread chapter 1 again. (it might work like a Bible, who knows)

I was amazed by the philosophical thinking "mind like water". The example of throwing a pebble into a still pond perfectly describes the relationship between "stuffs" and balance/relaxation. Those ringing bells are the pebbles: homework need to be done, readings need to be finished, notes need to be review, events that I want to go... But the pond, which is my mind, can not return to calm after the mass of the pebbles.  I couldn't even sleep well last night because the bells keep reminding me there are so many things waiting for me to do. "Worriers" need "mind like water". It is a strategy for me to calm down and move on. It is a waste of energy when I think of the "to do list" again and not taking any further actions.

After scanning through C1 last week, I tried to organize small stuffs like electricity bills and internet bills. I broke them down into small steps: read the letter--check their website--buy stamps--drop box--done. Things get easier when I start to take actions rather than sitting there and thinking "there is a lot to do!". After rereading C1 today, I learned that thinking skill is much more important than making a to do list: when I encounter a new project, the first thing to do is to narrow down the next step to take, then work on it. I wrote down all the ringing bells in mind and started to break them down; apparently things become easier. Having things that cause tension in the bucket helps a lot. I can't wait to read forward.

The Secret to Overcoming the Overwhelming Overflow?

There were many interesting points that stood out to me in the first chapter of Getting Things Done: some of the new, some of them not. However, one focus that David Allen takes that took me by surprise is the part of the process on managing action. Here the author writes:

"And the way to do that, as we've seen, is not by managing time, managing information, or managing priorities" (Allen 18).

This point took me by surprise because it was always my belief that "stuff management" was all about managing priorities and streamlining your to-do list into categories based on those priorities. Yet, Allen writes that it is instead about managing actions and, when he backed some of his points with practical examples, it really challenged me to look at my life and recognize how many times I've attempted to reevaluate my priorities BUT it didn't help me long-term with my overwhelming workload.

In reading chapter 1, I believe I'm someone who understands Allen's principles in minor events like planning a conference or a birthday party BUT is unable to figure out how to draw out these principles when I'm trying to organize my entire life into manageable chunks. I'm excited to continue reading and figure out what this magical organizational tool that Allen is baiting me with actually is.

Chapter 1 response

Some of the ideas that caught my attention were: being front-load vs. back-load, clarifying and bringing value to your "stuff," and getting it out of my head, to reduce "RAM."
Allen points out that typically, everyone back-loads their things-to-do, and only deal with their to-do list when the list has passed it's deadline. Allen suggests that we front-load our to-do list. One of the methods he provides to do this is the three steps to managing commitments. The step I found most interesting, was how he asked us to put a value on the task, and see how it effected how we saw and thought about the task then. Allen says that using these methods will help us get "stuff" out of our minds, and clear our "RAM" so that we can fully focus on what's really physically and mentally in front of us.  

David Allen's points in chapter one really relate to me, because even though I try to front-load my "stuff," I always end up having a huge back-load of "stuff" to do.  And bringing value to my "stuff" really makes me rethink about what things I have to do, and what things I need to do.  

Response to Chapters 1 & 2

My first impression of the concept "mind like water" was that it sounded a bit silly and far-fetched.  However, once I read David Allen's description indicating that it is like "the ability to generate a focused thrust with speed," a state in which "all your resources and faculties function at a maximum level," I began to understand its importance (11, 12).  Personally, I'm rarely in such a state.  I might be reading up for one of my classes, but I'm constantly distracted by thoughts about other class projects I have due, chores that need to be done at home, products I'm running out of and need to be purchased at the right store, and work deadlines I need to meet.  In addition to this, I have my phone and laptop nearby and have the constant distraction of checking email or social media.  I'm looking forward to learning more about a system that will help me feel more in control in all aspects of my life.

In describing the five stages of mastering workflow, I found Allen's advice of having "as many in-baskets as you need and as few as you can get by with" helpful.  Currently it seems like most "stuff" that comes into our lives is in electronic form.  I think I'll use the notes section on my phone to create a list of projects and a "next actions" list.  I plan to keep my calendar on my laptop, and keep trash, someday/maybe, and reference folders in my primary e-mail.

Response to Chapter 1

I've found Allen's points to be illuminating, and I wholeheartedly agree with all the points he's brought up so far. Personally, I make extensive use of Google Calendars, Toodledo, and Evernote just to offload all the tasks off my mind. Yet, on an everyday basis, even with my reliable system, I can't help but feel worried about what to do next. It has a lot to do with the fact that I never clarify my tasks within my organization system, which Allen kept mentioning.
I am very curious on how he will further discuss the "martial art" of managing things, as I personally feel I am always at the mercy of my tasks. Perhaps it is because I am daunted by the ever-persistent red counter of all the tasks I must accomplish everyday. When it comes down to it, Allen has nailed it: things are easier said than done.

Welcome to Getting Things Done: the Secrets of Productivity!