C9 Response

In this chapter, David Allen discusses what we can do when we have a certain amount of time. He gives four-criteria model, threefold model and six-level model to evaluate our work. In my understanding, "content" can refer to "space-available", which we ask ourselves "where am I" in order to process the different categories under "next-action" list. For me, the second criteria in the four-criteria model is priority because I tend to look at the calendar before I take any further actions. Therefore, I can identify the emergencies and I know what I didnt do. However, I am not so clear on how to deal with "busy" mode where there are a lot of sudden work that interrupts the schedule. I wonder, still, how to balance sudden work since most of them would make people panic and anxious.

When I think of the six level model, I usually apply it when I am making decisions on whether or not to get into a work. I use the top-down strategy to evaluate how much energy I have; in other words, if I feel really sleepy and I know if I don't go to bed around this time, I will have low concentration tomorrow; I will decide to go to bed early, get up early and keep process the work. Health/energy is my 5000 feet.

Chapter 9 Response

In this chapter, Allen provides an answer to the question, "how do you decide what to do at any given point?"  He discusses three models which are a different means to making the best action choices.  Given the varied professions and lifestyles that exist, I appreciate him offering more than one solution to this question.  I find that the Four-Criteria Model best suits my current needs.  Using this model, action choices are based on context, time available, energy available and priority.  Considering the context, meaning the location and tools available is something I hadn't previously considered and am looking forward to implementing.  It just makes so much sense and seems like a valuable time-saving tool.

Categorizing actions by energy available is also something that makes complete sense, yet I hadn't previously taken it into account.  I waste time because I often feel too tired to tackle seemingly overwhelming tasks.  Instead, I opt to do things that require no energy like watching T.V. or browsing the web.  Having a low energy action category with things like casual reading, imputing simple information, or file purging would help me make use of this time, rather than wasting it.  Additionally active choice based on relative priority is a helpful concept.  Currently I'm taking six classes, teaching an ESL class, and working part time.  In light of this schedule, I have to deal with the fact that no matter what, there are certain things that won't get done.  Taking priority into account, as mentioned by David Allen will allow me to feel good about what I don't get done at the end of the day.

Chapter 9 Response by Larry

In this Chapter, Allen tries to help us decide what to do at the current moment. He had the theory of trusting in our intuition and just to do what we believe that right action is. However, if we are really bewildered, Allen gives us suggestions that we think about if we are in the right context, if we have enough time, if we are really tired, and what our priority looks like. These four criteria help us make good decisions, instead of going to the loudest one.

Allen also makes the point that, there are generally three types of work, do the work we have defined, do the work we have not defined, and do the work to define what we should do. We could be caught by unexpected urgent stuff to deal with, or we are just not doing the work we are supposed to do. That's okay. However, the problem is that we would not be able to focus if we don't know all the work that needs to done, when. Undefined work distracts us from concentrating on the current issues.

~~Larry

Chapter 9 Response

In Chapter nine, Allen talks about figuring out how to decide what to do and figure out what our priorities are. It is important to take time to think about our decision and not spontaneously start another task (unless we are at a “black-belt level”), especially if you have no organization system set in place because you will likely forget to complete your previous task. The most noticeable subject Allen talks about in this chapter is the Six-Level Model for review our work. In this model, you can work from top to bottom, which focuses on your life priorities, or work from bottom to top, which focuses on balance, productivity, and comfort. You work depending on what you find is best fit for your life. As I was reading the section, it made me think about my life and priorities. I never thought to break down the work I decide to do based on the affect it would have on my future. Rather, I am the type of person to make decisions based on how I feel in the moment. While reading, I thought about my life and what direction I was heading versus where I wanted to be going. I’ve concluded that I am heading in a good direction for the future, but not necessarily the one I want to go through. Because I am still undeclared for my major, this section of chapter nine has catalyst my urgency to figure out what I should major in.

Chapter Nine Response

I found this chapter to be particularly helpful for the past few weeks and understanding the difficulties of prioritizing certain items over others. While it is easy to make the long to-do list, the act of placing things above others tends to stress me out as I wonder if I am making the right judgement call. Like Allen states, I find it easier to do all the urgent matters at hand instead of processing and examining the ones that have been left on the back burner. As I have began this process, however, I have become more comfortable in making decisions with my someday/maybe list and my future goals. As I am a senior and working towards finding my full-time job after graduation, I have been taking time to sit down and really assess what I want in a company instead of mindlessly attending workshops and applying to anything. This has really helped to buckle down my long-term goals and concentrate on the tasks that will help me achieve my future success. 

Chapter Nine's emphasis on priorities really spoke to me, and I think that Allen's real-world example of sitting an office with a million tasks to do and only a limited time until the next appointment resonates with most people. That struggle I am still working on, but I think that understanding that it is not just me is very beneficial. 

Chapter 9 Response

Shobna Khunkhun
Chapter 9, Doing: Making The Best Action List, primarily focused on the structure of action list items and how to handle incoming surprise additions to that list. The two sections I found most intriguing where the “four-criteria model for choosing actions in the moment [and] the threefold model for evaluating daily work.” The four criteria [categorizing actions by context, time available, energy available and priority] in choosing what action to take in any given moment really brought structure in how to implement an action list. I think context is highly important because it allows you to keep your already proceed open loops closed. Organizing by context helps avoid the reassessment of what actions to attach to certain tasks. At first I started contextualizing  my action list with “school” and “errands” but after reading this chapter I started sub-contexts under these to categories. For instance under errands I set up categorizes of “bills”, “tasks for thesis”, “car”, “job applications”, etc. The process just leaves less stress on the my mind because my actions items are not just out of my head but organized so that when the time allotted task related to bills comes, everything I need to do in that context is in one place.  In the threefold model for evaluating daily work section, the notion I found most helpful was by defining your task, doing work as it shows up in surprise form is alright. A major concept in the chapter was when decided what to do on your action list, its’ best to go with your gut/intuition. In cases where urgent surprise tasks come up, it’s okay to focus your attention on those as long as you know what you’re not doing. The ability to manage the surprises comes from having defined your work (the surprises and prescheduled tasks). It seems like a lot of information to take in at first, the whole structure of Allen’s methodology but hopefully with practice it will be comes second nature and intuition. 

Chapter 9 Response

This chapter touched upon a lot of points that had me saying, "Well this is obvious." Yet, when I stepped back and looked at my life, I realized that I didn't follow these things that I supposedly already knew.

Context, time, energy, and priority were key words that floated around a lot this chapter. I definitely agreed with his points on these, and even before this class I already had been implementing some parts of his system into my life.The Moment-to-Moment Balancing Act section was a great read because it touched upon a more philosophical approach to what things should be prioritized (something I struggle with often), and how it fits in the context of your life goals, relationships, and beliefs.

I especially enjoyed in this chapter, the 6 Level Model for reviewing your work.

Life
Three- to five-year visions
One- to two-year goals
Areas of responsibility
Current projects
Runway: Current actions

I love how David cleverly applied this system, both forwards and backwards, through all aspects of our work. The way he presented the material was clear, and personable. I saw myself really implementing this system, because he was able to relate it to things that I currently experience in my life. Not only that, each level definitely brings a level of organization, purpose, and "big picture" vision for all the work in yourself. I can see this bringing much satisfaction and accomplishment in my life, if I approach all my work with a sense of looking beyond into the future, and doing things based on goal oriented focus.

I was interested/slightly confused when he said that, "in order to create productive alignment in your life, you could quite reasonably start with a clarification from the top down [of the 6 step approach]." Then he goes to say that you can start anywhere, and then you suggests you start from the bottom up. But I interpreted this as saying that it doesn't matter how you picture the system, but it matters how you are able to affirm with yourself that the work you are doing is meaningful. This in turn will allow you to be focused and extract more satisfaction out of your work.

Chapter 9 Post

In this chapter Allen goes over the models he has shown us, but he also goes over the"The Four-Criteria Model for Choosing Actions in the Moment." The model consists of 1. Context 2. Time available 3. Energy available 4. Priority. I like this model very much because it makes everything simple. Like I have mentioned in class, I get easily overwhelmed and easily distracted, so I  am forever grateful for this model. Haha. For me the most important step is priority because I tend to give priority to things that do not matter, and put off things that are really important because I just say to myself, 'I'll do it tomorrow' however, tomorrow never comes.

Also, he reminded us to start from bottom to top, or top to bottom. For me the bottom from top works the best because it allows me to see what I need to do, and also see my goals. The "Threefold Model for Evaluating Daily Work" goes into detail about priority, and which it is very helpful. I really like "Six-Level Model for Reviewing Your Own Words" because it makes it fun to see your life in feet. It makes you evaluate your life from short-term stance to a long-term stance.

Chapter 9 Post

Aside from the initial set up--creating an in box and understanding the fundamentals of productivity--chapter 9 contains the most critical information for actually implementing a program, as it delineates the specific thought processes necessary to operate efficiently on a daily basis.  Allen's analysis of the four criteria model is infinitely useful for determining the optimal task to work on at any given time.  Although his previous introduction to the method made possible a rough implementation of it, the specific details in this chapter, for instance structuring list categories according to physical context, enable a more thorough system to be developed.

Additionally, Allen's in depth explanation of the threefold model highlighted some difficulties with which I frequently struggle.  His anecdote about a busy Monday morning perfectly illustrates the overwhelmed mindset in which I constantly find myself--much through faults of my own.  As he states, doing predefined work and defining what work needs to be done regularly are essential to being productive in the present and preventing crisis situations from arising in the future.  Even in the face of "urgent" commitments being thrown at us unexpectedly, it is important to remain calm and stick to a plan; every pre-planned task that is neglected in favor of working on an emergency will become an emergency in its own right at some point.

Chapter 8 Post

Chapter 8 stood out to me in that it explicitly described, in an organized fashion, some of the fundamental concepts behind the various actions and mechanisms I have used intermittently to try to stay on top of my responsibilities.  The first of these is Allen's explanation of a weekly review.  In his high-level overview of the idea, he states that it consists of whatever is necessary to empty your head of the week's commitments and get them into their respective niches in your organization system.  I have long made some effort in this regard, writing a list, usually on Fridays, of the tasks that I must complete before the beginning of the next week.  However, without the appropriate structure to effectively sort through this list, many of my obligations go unfulfilled, and I lack the ability to systematically identify what they are and why they were not finished.

The other concept which Allen touches on, the more infrequent "Bigger Picture" Reviews, are also a subject with which I have some limited practical experience.  Allen states that, while these high level overviews are not the main focus of his program, they are the implicit motivation for it; becoming organized, efficient, and focused are all actions taken with the ultimate aim of furthering one's career and creating a successful and satisfying life.  My current execution of these reviews is essentially in line with what Allen describes; my fault lies in conducting them too frequently, and consequently being often disappointed when I find that I have not made significant progress towards my goals in the short time between reviews.

Response to Ch 9

I definitely agree with David Allen's breakdown of current actions in the moment. His methodology isn't anything new; he just presents what we naturally do in a logical fashion. I definitely agree that an unorganized inbox leads to a positive feedback loop; things just get even more unmanageable with each  action you put off. I excel at handling tasks required in the moment, but I definitely still need help handling tasks that I assign myself. I always seem to end the day with at least 10 or so my self-assigned tasks that need to be postponed to the next day. However, I differ on the six degree model. I believe once tasks getting beyond set dates in the future, I simply group them altogether into a 'future' category. I don't believe in making distinctions between life goals and five-year visions; those are things that you know in your head subconsciously because they are such broad objectives.

Chapter 9

Allen discussed three main ideas: the four-criteria model for choosing actions in the moment, the threefold model for evaluating daily work, and the six-level model for reviewing your own work. 

            The four-criteria model for choosing actions is great because it allows me to see what is required to complete a next-action, project or 'surprise.'  The most criteria that I found most helpful was identifying the 'time available' and how much time it will take to complete a next-action or task.  I have began to write down the amount of time needed to complete my next-action along with the action itself, because now when I go back and look at my system, I can easily identify how much time I have available and what I can squeeze into my schedule to complete. 

            The threefold model for evaluating daily work is another reminder to me that if I have my system set up the way I find functional, then surprises would not cause chaos.  Allen states, "If you know what you're doing and what you're not doing, surprises are just another opportunity to be creative and excel." And I could not agree more.  I agree with Allen that we tend to spend most of our time dealing with surprises and forget that we have previous next-actions and projects that need attention.  But, if we spend a whole day on surprises, we feel productive, but in actuality, we might have put ourselves in a more stressful situation tomorrow.  But, if we treat the surprises as 'stuff' and use the four-criteria model for choosing actions in the moment, and use our system, then we should be able to see surprises as just another next-action or project.  This quote summed it up for me: "The challenge is to feel confident about what you have decided to do." For me, this quote is saying, trust the system that you have created!

            The six-level model for reviewing your own work was hard for me to relate to, because I'm at a stage where I'm not sure what I want to do as a career.  And my only real long-term goal at the moment is to graduate in the Fall of 2014 from UC Berkeley. What I did take away from this model is that working from the bottom up is as important as working from the top down.  Knowing my long-term goals will motivate me to complete my next-actions.  And vice-versa, completing my next-actions lists with the knowledge and vision that it helps me progress towards achieving my 50,000+ feet goals.  

Chapter 8

I sincerely enjoyed reading chapter 8 because it brought everything we've been reading together.  I think the Weekly Reviews is exactly what we need to work on most, because we always feel like we are too busy to do a Weekly Review, but I believe that a Weekly Review is as crucial as any method that Allen has discussed.  Also, Allen talked about "What do you look at in all this, and when?" Allen's answer to someone who would ask him how much time would it take for him to look at his system, his quote summed it up for me: "As much time as I need to feel comfortable about what I'm doing." He later states that it takes him around 2-5 seconds per category.  But, I take his quote as taking as much time as needed to feel comfortable.  Allen's system is a system to make us more comfortable with our tasks/goals so that we can relieve the stress of thinking about a million things at once.  If my system is set and I do my Weekly Reviews, then my comfort with my system will allow me to only take 2-5 seconds to look at a category and know that I've done all I can do at this moment to prepare myself for my next task/goal. 

            Another great point that Allen makes is that those 2-5 seconds spent on looking at our system will not only let us know what we have to do to prepare for our meeting/test/task, but it also let's us know what we don't have to do, essentially, clearing our RAM and clearing our stress.

Chapter 9

I wanted a more definite answer as to how to prioritize or deciding what to do at the moment, but the plain and simple answer is to “trust your heart!” (191).  There may not be a wrong or right, or it can be learned through trial-and-error if those situations ever come up again in the future. 

Things got even more personal in this chapter as the focus was really on myself, and how I am going to get where I want to be.  Things change in the future, but we can plan and try to go toward that end goal.  I have not yet decided why I’m on the planet or why I exist as Allen brings up these thoughts in the reading.  Can we even know the answers to these questions?  However, that has a lot to do with knowing who you want to be.  I am always cautious with big life decisions, because I want to be happy with what I am striving toward (e.g. career).  My fear is that I will be wasting time getting stuck in something I am not happy with, and having to start over.  “You can have all the other levels of your life and work shipshape, defined, and organized to a T.  Still, if you’re the slightest but off course in terms of what at the deepest level you want to are called to be doing, you’re going to be uncomfortable” (209).  I really like this quote from the book, because in order to enjoy what we do in life we need to find the appropriate niche that suits us. 

I agree with Allen that “people are actually more comfortable dealing with surprises and crises than they are taking control of processing, organizing, reviewing, and assessing that part of their work that is not as self-evident” (197).  When we have a lot on our plate, it forces us to stay on top of things because there is no time to stop.  When I used to be on the Cal Dragonboat team, I would constantly feel exhausted going between practices and schoolwork.  The added time commitment to the sport caused me to feel busier.  Then I would have to study because I wouldn’t have enough time later on.  I feel like we always say to ourselves ‘If I didn’t have ____ (activity), I would do better in ____(academics) because I’d have more time to devote to it”.  However, when I do get that free time, I tend to not be as productive.  The sense of urgency is not there as much.  All that built up stress from constantly being busy makes me want to relax once I can.  I am learning to create healthy urgency or discipline to push me into productivity instead of being idle. 

When I read the chapter 2 the first time, the six-level model of reviewing wasn’t totally clear to me.  However, reading this chapter helped as Allen went through each elevation in detail in terms of its relation to how each level complement each other in a bottom up way of thinking. 

Chapter 8 Post

(AHHH I talked about this in class but forgot to post my entry!)

After reading chapter 8, it hit me that, in a sense, this chapter is crucial to making the entire system work. Without reviewing your priorities and your projects on at least a weekly basis, it is so easy to get overwhelmed once again by the workload and lose faith in the system altogether. In reading Allen's words, I felt that this has happened often to me with various organizational systems I've tried in the past and I really do see the logic in his reasoning.

One practical way that I've implemented the action of reviewing is by consolidating my daily planner with that of my husband's and making sure to check-in with one another once a week. By doing so, we give each other a pretty good idea of what we'll be up to during that week PLUS I, myself, have found that I am much more organized with the electronic planner because it actually SENDS ME weekly updates on what my week looks like so I can review it and determine if it's missing items and/or if it's accurate.

Chapter 8

Chapter 8 seemed like it was a overview of keeping track of your system, and being responsible for following through with Getting Things Done! I really like this solidification of the concepts. I was interested in how much of a summary page the entire chapter seemed to be. I found the Weekly Review system to be intriguing as I do tend to forget things constantly. A weekly review would definitely be helpful in getting my workflow system in order. I tend to check things sporadically and this works and doesn't work when I put of checking the To-Do list for a while. Having a structure for even CHECKING your organizational system is something that I can definitely get used to.

Chapter 8 Response

Shobna Khunkhun

I found chapter 8 on reviewing to be an essential notion. The idea of having to review the organizational system seemed very daunting at first but David Allen defiantly sheds light on its importance. The importance of reviewing is that it makes sure your organization system does not stay static. Since there is always a constant influx of new information, tasks, and projects, it’s important for the organizational system so adapt and stay constant with it. The only way to do that is by updating through reviewing. I especially liked the point Allen made as to an organization system will only work if ones brain trusts it, which simply adds to the importance of constant review. The steps to reviewing [first your calendar, then your action list] I found this to be helpful because once you update the big picture-time and date specific information on the calendar it then changes the nitty gritty action steps. If done the other way around, the system would be probably be ineffective.  Overall, the review process is a significant one because it “sharpens your intuitive focus” on projects, action steps and insures that your brain trusts the system and keeps it working.

Chapter 8

In Chapter 8, Allen emphasized on being consistent with weekly review for your system (update). This will allow you to keep on track and allow you to avoid procrastination and over-load on work. During Weekly Review, you are to write down anything that has gathered in your mind in the last week, which includes the workflow management phases; collecting, processing, organizing, and reviewing all your outstanding involvements. With weekly review you will also review the lists that you’ve created and make sure you completed and checked off tasks, like your “Waiting” or “Next Action’’ or “Someday/Maybe” list, you have completed. It’s also a good time to review any build-up of tasks/agendas you may have in one of your categories.

Having started organizing my things, I found that I rarely reviewed my lists. For example, I check my email once every few days (a habit I should break) because I figured I don’t get much email, besides from class. Next thing I know, I have to make an appointment with the financial aid office by the end of this week and see if I missed any review days for my midterm coming up. Then I read chapter 8 and wish I saw this last week. 

Response to Chapter 8

I found the idea of a weekly review to be helpful, but I am having trouble determining the time/day that works best for me. Like Allen states, his weekend is just as busy as his Wednesdays and I have fallen into the same pattern. I read the chapter last weekend and decided on Sunday evening to process my inbox, however, Sunday became a constant evening of meetings and I did not have a chance to review even my upcoming week. Choosing a different day will be crucial to balancing everything and making sure that I am fully prepared for the week ahead beyond just the calendar. I also found that I have a tendency to cross off items on my someday/maybe list because in the face of all the more pressing items I do not want to add anything else.

Chapter 8 Response from Larry

Allen in this Chapter talks about how to make the system functional. His advice is to do a weekly review. So block several hours every Friday afternoon and go through the steps from inboxing, processing and organizing. This helps manage our stuff in a systematic way and maintains our confidence.

And what we do everyday is to check time-specific calendar and our next action list. I find this suggestion interesting because I practice daily review on my own. I usually list all the things I need to deal with and prioritize them, which is different from Allen's more systematic approach.

Response to Ch 8

Allen's discussion of weekly reviews is very intuitive to me. I've always had the tendency to review my todo list to make sure I have captured everything. However, I am guilty of doing daily reviews that are too indepth when I should actually be doing work (it's my way of procrastinating lol). I definitely need to resort my reviews to a weekly basis. On a different note, I've recently moved my todo list to todoist.com and it's very efficient, clean and uncluttered, and fast at capturing tasks. It also allows you to link files directly to your todo list, allow you to create subtasks (for projects), and have quick context entry. It also syncs seamlessly across its desktop apps, website, and mobile apps. You should definitely try it out if you have yet to find the right system for you. All of the features come with premium but you can get the 30day free trial on the mobile app first to see if it works for you.

Chapter 8

In this chapter, Allen discusses the steps needed to keep the system functional.  This involves being able to see all the action options when needed.  Being able to see errand actions for example, is valuable when one is on the way to running another errand like picking up something at the dry cleaners.  One of Allen's insights was particularly interesting: "This is the biggest challenge of all.  Once you've tasted what it's like to have  clear head and feel in control of everything that's going on, can you do what you need to to maintain that as an operational standard?" (184)  This question has been on my mind since the beginning of this course.  In order to keep the system updated discipline is necessary.  I do feel that the relaxed control felt will serve as a motivating factor to achieve this.  Allen's concept of the weekly review, that is, "doing whatever you need to do to get your head empty again," by going through the five phases of workflow management will be of great help in maintaining the system (185).  I would probably put this review in my calendar in order to ensure I dedicate those couple of hours every week without exceptions.

Chapter 8

Reviewing is one of the main factors keeping me from reaching a trusted and functional system.  When I was trying out the electronic organizing applications with my phone (e.g. Evernote, Remember The Milk), I found that I would not go back to view what I had entered until I needed to add something I wanted to remember.  That is when I would review, check off completed items, and add new items.  By that time, I had already let my lists “fall too far behind [my] reality” with an out of date system (184).  This forces me to backtrack, fill in the blanks and clear out items in a bulkier fashion instead of being streamline, which is what Allen may mean by forcing a lower level of remembering.  It could be that I like the feeling of writing out lists by hand, but I want to switch to electronic lists since it will allow me more space to neatly maneuver items around.  It could also be that the application is harder to use with its functions and layout.  I actually found Any.DO (suggested by fellow blogger Samuel) to be much more user-friendly and streamline.  The formatting of Any.DO just makes sense. 
            Allen does suggest a weekly review, which doesn’t seem too demanding.  Naturally we would be crossing off completed items as they become done.  However, I tend to feel behind in my lists since I am not looking at the list at the appropriate times as often as I need.  This is a habit I need to break, because reviewing is a key component in maintaining the system.  I found it funny when Allen was explaining why “blocking out two hours early every Friday afternoon for the review” was an ideal time (187).  That is because those who follow this system will reach people at work before they leave for the weekend (possibly giving them more work), while the third point he makes is to “clear your psychic decks so you can go into the weekend ready for refreshment and recreation, with nothing on your mind” (188).  That might not be the case if you are also getting things handed to you early Friday afternoon.

Chapter 8 Post

In this chapter Allen stresses the importance of reviewing your organization system on a weekly basis. This quote really stood out for me: "...the minute that list is not totally current with all the calls you need to make, your brain will not trust the system, and it won"t get relief from its lower mental tasks." I have

to be able to trust my system in order for me to completely rely on it. This is the reason why my other systems never worked because I never trusted them. Now, Allen stresses that we must review our system often in order to keep things update and organized. He seemed to read my mind about the 2 major issues that we can encounter. When reading them I kept saying, 'Yes, how? or Yes, what?'

I liked how he broke down the review system of your projects into categories. For me this is extremely helpful because I get overwhelmed, and I would not know on what to start on. He breaks it down into 3 categories which include calendar, action list and reviewing things right. Calendar and action lists are the most important to me, and of course in order to stay current I must review. What I liked is that he said that we could also have that time of review on our 1 hour commute from home. It doesn't have to be formal where you sit at your desk all the time. However, there will be time where you do need to sit down get down to the nitty gritty. 

Chapter 7 Post

Chapter 7 contains what I feel is the most practically useful information to date.  True, having an in box helped to collect all of my unclosed threads in a central location, but without a systematic way of acting on them, an in box alone can not organize and streamline my life.  Allen's introduction of the concept of "types", categories into which tasks fall that each have unique instructions to follow, paves the way for clearing one's inbox in a structured and effective way.  To further simplify things, these types, even though they have different methods and strategies, can all be created with simple lists and folder (with proper labels of course).  Allen's emphasis on having strictly defined distinctions between different types is essential to this process; if it seems that a task can belong to many different types, it is probably an indication that those types are not structured enough.

Also important to the execution of Allen's program is making good use of action reminders.  This in particular was helpful to me, as I tend to remember chores when I'm not in the right place or time to do them.  Making a list of threads of communication that I need to maintain, errands to run when I go out, and things to review/submit on my computer helps tremendously.  One especially useful aspect of this is keeping the lists in logical places.  For instance, the list of emails that I need to send or reply to and the list of applications I need to submit are kept on my computer, and the list of errands I need to run is kept next to my door.  This way, I see the list, and thus remember my chores, when I'm in the right context to act on them.

Chapter 7 Response

Shobna Khunkhun

After one as initiated the processing of the in-basket, chapter 7 comes in to set up the right buckets in keeping track of actionable items, non-actionable items and projects. It seems the central theme was the necessity for lists, folders and mainly reviewing these inner workings of the organizational system in a consist manner. I found this chapter to be a bit overwhelming at first in regards to the different types and sheer amount of lists. But one notion I took from it was that when you create a “next-action” list the sub headings should be specific to a context, action, or category. Sorting the items and categorizing the action reminders in a specific manner will make it a lot smoother and easier to follow that item as it moves through the organization chart from “next-action” to “waiting for” to “read/review.” I started categorizing my next action list in two sections school and errands. Under the errands section I sub categorized it as calls to make, on the go, and at home. Under the school section I sub categorized it by class/subject and items for my thesis. Doing this really helped me be able to get the open loops out of my head, on to paper and be able to follow the progress I’m making in completing them.

C7 response

as I implementing the new system in my life, there is one thing I found get me confused the most: my next action list gradually become a form of to do list and I just put stuffs up there that need to be done. I guess getting use to the new system takes time, but that is a big excuse. However, when I am reading C7 this week, David Allen clarifies how we can use the next action list: instead of having a big list, we can break down the next action list into "calls" "at computer" "errands" "at home" "agenda" and "read/review". when we are at certain mode, we can go to the list and crank down what need to be done. This idea inspired me a lot! Also, being able to identify things would improve your working skills and it will be beneficial for your future.

the waiting for list has been a great help for me in the past one week. I listed all the things i bought from amazon and started to check which has delivered and which hasnt. Ensuring everything I ordered is in order makes me less panic about wasting money. Having those orders in the list reminds me to track the products regularly and putting more trust on this system.

Chapter 7 Post

Chapter 7 was filled with a LOT of information. A few things stuck out to me distinctively throughout the chapter, one of these things was the idea that we must keep hard boundaries on the way our system works in order to enforce it. This is especially stated on page 140 when Allen says, "It's critical that all of these categories be kept pristinely distinct from one another. They each represent a discrete type of agreement we make with ourselves and if they lose their edges and begin to blend, much of the value of organizing will be lost." Allen's point here really challenges the mindset I often hold that flexibility when it comes to commitments is best. Over and over again, it seems that he's stating that for us to be faithful to our commitments, we need to make harder commitments to them and set up a system that is more rigid in keeping to them rather than loosey-goosey. Similar to the point made earlier in the book stating that if we write down something on our to-do list, it is "something that needs to be done that day or it explodes."

Otherwise, the clear distinctions he makes about what to do with various stuff in this chapter was really helpful as he makes it very practical.

Chapter 7 Response

In this Chapter, Allen elaborates on organizing and the details involved in setting up the right buckets.  I found several points interesting in his description of this process, which Allen states will evolve as we individually determine whether everything is in the best place.  Allen's advice to refrain from using support material as reminders was on point since it's something I've done in accounting work in the past.  I've experienced just how inefficient this approach can be.  Allen explains that next actions and "waiting for" items on these projects have usually not been determined.  He states: "they are psychologically still embedded in the stacks and the folders-giving them the aura of just more 'stuff' that repels its (un)organizer instead of attracting him or her to the action" (159).  In the office, we kept budget folders and placed those in or inboxes using these support materials as project reminders.  The fact that they had not been mentally processed and divided into next actions made them easy to put off.

I also found Allen's advice to resist the impulse to add things one wants to do on the calendar, rather than things that must be done.  Such actions are likely to be done over days following the calendar entry.  A calendar should instead reflect hard edges.  This will allow quick assessments of a day's commitments, while on the run.

Chapter 7 Reading

Several points in this week's reading rung true for me this week. The biggest point was the importance of Hard Edges for your calendar. Many times I would schedule things and have them fall through because I didn't take the engagement as a MUST DO, for instance, grab spare keys for my bicycle, fix my cell phone case, etc. These are things that I deemed as Need to be Done, but not right away. In doing so they NEVER got done. I really found interested and zoned into the section describing how to organize nonactionable data, because I find myself having trouble in organizing those particular types of work.I am quite skeptical about SOME of their organizational suggestions though, as I have no room in my apartment, or desire to at the moment, keep a large filing cabinet for things going on in my life. For now, I think I'll stick to the smaller, more compact organizational realm of my phone/computer. The email organizational section, I particularly agree with as well, as I like to have my things in more subfolders than just simple key words like... In recent days I've been using Any.DO, an app that lets you create To-Do lists for yourself, and I noticed that the app adopted this theory. They have only 4 lists in which you can put stuff into, Today, Tomorrow, Upcoming, Someday. These simple categories really help me focus on the key part of an organizational tool, to help simplify your life. I'm not quite sure how to put this week's reading into practice, as I seem to already practice it, but it definitely justified this system I've got going already, and I am happy about that!

Chapter 7

I thought chapter 7 was incredibly dense, but easy to understand. In this chapter Allen went through all the nitty-gritty of organizing; both your work and your life. One of the most important points mentioned is keeping track of all of your actions and a great way to do so is having physical folders you can hold and also highly protable. Also, Allen emphasized on the fact to never use your support materials as reminders. Support material is only to help with supporting and thinking of your project. The most useful insight that I can take away from this chapter is making my “Maybe list”. There are a lot of things that I want to do, learn, and buy, but never take the time to fully think about what action I should take. These thoughts that should be on my “Maybe list” is instead in my mind almost everyday, which I did not even realize consciously. Lastly, I have organized my emails by creating specific tabs. I was actually relieving to know I would no longer have to dig through my emails to find what I want, which gives me more incentive to do what I need to do.