Chapter 12 Response

Shobna Khunkhun

I found chapter 12 to be a great reminder and overview of how important the next-action list are. Personally it was one of the first things I started implementing and found that it eased my anxiety and stress when starting out big projects. The actual step of breaking down a big projecting into little pieces and parts was a huge first step in initiating the process of organization. The stress I have about starting a project like an essay or studying for a midterm decreases when I’m able to break down the process and start closing the open loops. Allen emphasizes the importance of next action lists because they provide a sense of clarity, create accountability, promote productivity and empowerment. He mainly discussed them in the context of the work place, however I feel that it’s also helpful for me as a student. Clearly defining the big picture project and actions steps are the first big step towards completing a goal. Additionally overall one becomes self-accountable for completing the small tasks and fosters self accountability which drives productivity and empowerment.

Chapter 12 Post

In this chapter Allen again emphasizes the importance of next action, and how he wishes that everyone takes that step or to make someone responsible it. This step is very important, and it is the one that I get stuck in more. Like Allen says "it is so simple, yet so powerful." Simple it is, I cannot deny that. Ever since I read about the next action list, I have used it for the simple things like making a call, do laundry etc. However, he stresses that we have to take responsibility, and account responsibility to others in order to get things done and be productive. Like I mention in class, I am very honest, and I do not have problems stating my point, but I hate working in groups because people do not take accountability; however, like Allen states if we began assigning it things would run oh so smoothly.

Another thing that he states is leaving things last minute for them to blow up. I had a lot of "projects" blow up on my face, and let me tell you about it. It was not pretty. Why did I wait? Procrastination and I like to feel pressured; however, I do not want huge projects like an essay blow up. I want good grades! Next action it's vital. 

Chapter 12

Chapter 12 was a reminder to us how effective and important the Next-Action system is.  Allen recalls experiences with professionals and how the use of Next-Action list essentially revolutionized the professional's productivity.  I felt like Chapter 12 was a testimonial from Allen about his invention of the Next-Action list and how it has effected his career and made him the productivity guru he is today. 
I have been so grateful to had stumbled upon this DeCAL and this book.  I've always had some sort of system, but never a system that I could fully trust.  Allen repeatedly emphasizes how important it is to trust the system, because once an individual trusts a system, the real and true creativity of a person cultivates.  For me personally, the Next-Action list is the most important tool that I take away form Allen's book.  I have always had a to-do list, but my to-do list always consisted of just "stuff."  But, I truly feel comfortable looking at my Next-Action list and knowing that I have done the most I can do at this moment and know that there are things I can't do at this moment for projects, thus I can focus my energy one another task.

Chapter 12 response from Larry

In this chapter, Allen talks about the "operational responsiveness" we have to achieve so as to get stuff done more efficiently. He points out that many of us are too polite to hold each other accountable. However, being too polite not to clarify each other's obligation actually makes he situation worse and in the end, everyone needs to know what they have to do anyway. In this sense, it's impolite to let people walk out of the conference room without knowing what the next action is.

I find a lot of times, we are afraid of making it clear who should do what by what time. Collaboration is most meaningful and efficient when each individual knows their part of the work and will contribute to the group. We are afraid of appearing to be bossy, or giving people too much that they won't feel happy to do, or just don't have a clear idea about the work discussed. The confusion and impasse will last until somehow the work is clarified to everyone.

C12 Response

I can relate myself a lot to C12 here. An example would be my Political Science portfolio that was due last week. I definitely put it in the project list, and I put it in the calendar. I know if I dont do it, sooner or later it will blow up. but I forget to write down the most important thing, next action! i have imaged so many times all kinds of scenarios if i dont do it, and i get anxious when i just want to get it done before the due day. Finally I start to do it, but it was two days before the due day and I was typing like crazy in those days. well, like David said, creative, sentimental people procrastinate a lot and I know that's me......

i like how David pump us into doing the next action. he lists value of the next actions. i think not only in companies "next action" is useful, but in student clubs and organizations, clarity, accountability, productivity and empowerment are the keys to bond students together. "It presupposes that there is a possibility of change, and that there is something you can do to make it happen." that's powerful! as long as we have the next action, we are half way there!

Chapter 12 Response

In Chapter twelve, Allen reiterates the importance of the next-action step. It is one of the most fundamental, yet crucial action to fully utilize, and only takes ten seconds to come up with your next action. It is also important to have all of your next actions prepared because it gives us more incentive to actually complete the next action if we know what exactly we must do. Knowing what our actions need to look like, on the most basic level, is the key to productivity enhancement (239). Allen also states that the most intelligent, sensitive, and creative people are the ones to most likely procrastinate because they are capable of visualizing scenarios of their work in their heads. These scenarios include what needs to be done and what are the consequences that could happen if something goes wrong. This causes us to freak out and instantly quit. We start to numb out the negative and uncomfortable vision to stop feeling depressed about it. This is when things start to “blow up” and cause panic. This is why utilizing the next-action step is so crucial; it’s a simple ten second step that can prevents tremendous stress from your life.

There are standards for making next-action decisions; clarity, accountability, productivity, and empowerment. With clarity, precisely understanding what your goal is helps with deciding what steps need to be taken to complete the project. It allows for quick and clear thinking. With accountability, you want to make sure you have time to accomplish the tasks you have agreed to do. Already mentioned in the previous chapter, you do not want to overbook your time, which may cause you to flake on your collogues. With productivity, knowing how to allocate your resources efficiently will help you reach your goal quicker. Lastly with empowerment, you want to make sure that you are physically making things happen. This will increase your confidence, self-esteem, and your ability to make things happen.

Chapter 12

This chapter revolved around a very simple question that we probably ask ourselves unconsciously numerous times throughout the day, "What's the next action?" In the chapter, Allen coins this into a term, and the entire chapter almost felt like a pitch to the reader on why Next Action is so effective and useful. I personally felt the chapter to be a little repetitive however, made very good points in terms of how Next Action could help you personally overcome feelings of anxiety when you procrastinate. I liked his views on why smart people procrastinate, and I found it to be true, that indeed it seems that the people who dread doing things due to a bad emotion attached to that particular task, tend to procrastinate and cause a vicious cycle of nonproductive activity. I particularly enjoyed his take on intelligent dumbing down using next action. How in utilizing next actions, we can minimize the stress of the work by taking control and thus lowering the anxiety that comes with procrastinating, or overthinking. He also then went on to argue and convince on why Next Action could lead to productivity, accountability, clarity, and empowerment. Overall the chapter was short, simple, and to the point about why next action is an effective tool.

Response to Ch. 12

It's interesting how Allen mentions the power of psychological motivation in his GTD methodology. Once you are able to break down a project into small subtasks, you get the satisfaction of a small goal being completed every time you check off a subtask. It helps make monstrous projects, like writing a graduation thesis, actually approachable.

I can't say Allen's assumptions about "bright people" are necessarily valid though. HIs reasoning seems logical, but he probably should have left this part out. Bright or not, breaking down projects into subtasks helps anyone tremendously. When I began breaking down projects into subtasks, I was actually able to approach them without being afraid of how many steps were required to complete the project. Finishing a project is much akin to climbing a mountain; the goal is to get to the peak, but if you keep focusing on the peak you'll be mentally overcome by the numerous valleys and cliffs to overcome . However, if you go at it one rock at a time, before you know it, you're at the summit.

Chapter 12

Allen finally discusses the topic of procrastination, and I can relate because I naturally am a pessimistic person so my mind does a lot of thinking down the line that tends to end in the worst outcomes.  This is probably linked with the fact that I worry so much, but it hinders me from moving forward!  For example, I know that I have a paper but I let the days pass and let the deadline creep closer and closer.  It is not that I forget about it for those days (it is actually at the back of my mind as something I have to do and hold onto ideas that come up), but I don’t start since I feel that I won’t be able to put my ideas together successfully.  Oftentimes, I wait till the deadline is very close because I feel the result would be the best I could have done with the time given, and I am forced to turn in what I have.  However, the smart thing to do for possibly getting the best result would be getting it done early to get feedback on it for improvement.  Being ahead is generally better than falling behind, but actually sitting down and starting tends to be one of the harder parts of a project.  As it says in the chapter, “those projects with distant goal lines are still to be done as soon as possible; ‘long-term’ simply means, ‘more action steps until it’s done.’ not ‘no need to decide next actions because the day of reckoning is so far away’“ (247).  Maybe thinking of the consequences of procrastination will scare me into starting projects sooner, because I know how bad it will be when a blow up does happen. 

I think Allen’s way of viewing “what’s truly impolite is allowing people to walk away from discussions unclear” is really effective when working with more individuals on a project (246).  If there are undecided actions, the progress toward completion becomes less efficient.  People won’t have a clear vision of how to complete their portion.  This helped me in a recent project, because each person really had to know their own part in order to form something that was cohesive.  We addressed almost every issue that we could think of that might come up once we went to do our own parts.  That way we each knew what to do and focus on our own task rather than having to manage confusion across multiple people. 

Chapter 12 Post

I loved the simplicity with which Allen writes this chapter. He talks about how much more productive we and our companies would be if we just always asked the question, "What is the next step?" I feel that this chapter didn't really state any new material but rather rehashed what has already been said in previous chapters. Allen has clearly demonstrated in the duration of his book how essential it is for us as we live our lives to consider the next "actionable action" when we approach our everyday tasks and also our occasional huge projects.

It was interesting to read how he explained that it is often the most intelligent people who procrastinate or have piles of "stuff" laying around in their lives. It's funny because, often, when I imagine a CEO or someone who's in a high position, I think of an immaculate table covered with clearly marked folders and stacks of paper ready to go out to their designated locations. However, after reading Allen's chapter and thinking about my actual real life experiences, I realized that, in many/most cases, those that I've met that are great leaders and really smart people are often messy or somewhat disorganized when it comes to having their entire life in a system. MOST often, it may not be that they're disorganized, but that they lack balance in their life and it usually ends up affecting their personal family life because they can't figure out how to manage otherwise.

Chapter 11

            I really enjoyed chapter 11 from David Allen because it got really personal.  I completely relate to the agreements discussion.  I have a really hard time saying no and when I don't say no, I set myself up for an agreement that I can't fulfill, which very often leads to very negative feelings.  I've come to call and label myself as a flaker, which doesn't necessarily make it okay for me to flake, but it does bring negative feelings to myself.  I not only bring myself down because I couldn't complete the agreement I made with myself, but I also jeopardize my relationship with my friends who I failed to complete an agreement I made. 

            Allen states: "I suggest that you use your mind to think about things, rather than think of them.  You want to be adding value as you think about projects and people, not simply reminding yourself that they exist."  This quote basically summarizing the whole book to me.  Allen has repeatedly emphasized the importance of having a system and trusting the system, and this quote summarizes what the system can do for someone.  I love the system and I have integrated many of Allen's tools into my daily life, but the one thing I need to work on most is the "Weekly Review" (ironically, the most important).  But, I have seen how having a system allows my RAM not to be filled with thinking of trying to complete a task, but thinking about how completing that task is beneficial to me and people around me. 

Chapter 11

This chapter marks the beginning of Part 3, and from the beginning definitely seemed different from all the other Parts that we've read so far. From the read it actually almost felt like a therapy session/ pep talk to justify and solidify his techniques and guidelines to setting agreements with yourself and with others. David tried to focus on the more personable side, and went over concepts such as negative feelings, agreement management, time management, and collections. I particularly enjoyed his section on agreements as I found his suggestions humorous and true. I definitely agree that sometimes its not possible to make an agreement, so his suggestions of either complete, renegotiate, or don't do it at all approach to be true.

I thought his section on relationships and organizations to collection habits was an interesting insight as well. It was an interesting take on trust, and how different people operate on different systems to operate efficiently. 

Chapter 11 Response by Larry

Allen in this chapter is trying to explain why his method works. He talks about that everything in the inbox category is an agreement we made with ourselves. Not processing these agreements means that we violated the agreements and we naturally feel worried about them and cannot stop thinking about them. The way to solve the problem is that, first don't overbook ourselves; second, try to negotiate the agreements; third, complete the agreements.

It makes a lot of sense to me, that I have always wanted to do a lot of things and in the end don't have enough time to do them all. And when I cannot complete the agreements, or fulfill my promises, I feel bad, but I would never forget them, no matter how long they have been. They are just there.

Chapter 11 Response

Shobna Khunkhun
I found chapter 11 a surprisingly helpful one that strayed away from the nitty gritty techniques of setting up an organizational system and emphasized the importance of creating a habit of collecting, organizing and processing the items in ones mind. Creating this habit is important because it creates a sense of self-trust and decreases the negative emotions that come with breaking agreements with oneself. What really resented with me was Allen’s ways of preventing broken agreements. One method he stated was “don’t make the agreement”. I find myself saying yes to new tasks too often, while it comes from a good place I do get overwhelmed with the amount of responsibilities I have agreed to do without having assessed the inventory that already exists. Having an inventory [an organization system] allows one to analytically and logically think before saying yes to a new task. After applying the use of inboxes, action lists, redefined calendars, I found that I am now able to logically assess where a new task will fit/how to process it in my system before agreeing to take it on or having the courage to say no with a valid reason.  Additionally, what resinated with me was his notion that open loops in your mind are like internal agreements you make to yourself and if they stay open they rot and turn into broken agreements which essentially cause feelings of stress and guilt. However, when we capture, define, and regularly review [process] those open loops we have a method to fulfill those agreements creating self-trust, confidence and motivation.

Chapter 11 Post

In this chapter Allen emphasizes the importance of not only trusting yourself but to learn to say 'no,' so you will not over book yourself. For me the most important point that I got from this is the trust that I have in myself. Allen explains that guilt is what makes us distrust ourselves, and once we learn to manage and handle our system, we will automatically trust ourselves in a unique way (225). Also, he explained the source of negative feelings which are caused from breaking agreements.

He explained 2 types of agreements with yourself and others. I don't have a problem saying 'no' to other people but to myself. I always try to do everything, and at the end of the day I cannot complete all my tasks. This brings me to feel frustrated and upset at myself because I could not keep my promises, which leads to bigger distrust. I love his 3 options to broken agreements.This is going to become very helpful for me.

Response to Ch 11

This chapter was very surprising in that it was a remarkable departure from methodology. It's interesting how Allen is talking about the psychological aspects of making commitments, a higher-level problem which is still persistent in my todo system. He is right in that people need to be more careful about what they commit to. In fact, despite my extremely organized todo system, I've made too many commitments and nearly 1/3 of my tasks always manage over to spill over to the next day. Fortunately (or unfortunately), I let my personal tasks keep getting delayed, but I never fail to accomplish the tasks required of me for my organizations and groups. The one thing I can take away from this chapter (and this semester) is that quality > quantity. Commit to things I can fully deliver on instead of giving a half-assed job every time. However, a GTD system for every person is still more important than the abstract ideas this chapter talks about. This chapter is more applicable once people have gotten their system up and running.

Chapter 11 Response

Chapter eleven talked about understanding the amount of work you handle at a time. When we nonchalantly agree to do more work a without giving it a second thought, we start to create stress for ourselves. This results in biting off more (work) than we can chew. Three things we can do to prevent this from happening is to stop making agreements, actually doing what you agreed to do, or renegotiate our agreement. When it comes to making agreements, learning to say no will help tremendously lower your level of stress. It is important to make inventory of our work, which will help us visualize whether we have time to actually add more to our workload and to think twice before accepting an agreement. You can also just complete the work you agreed to do. Here, using the two-minute rule can be extremely helpful in complete your smaller task. Lastly, renegotiating your agreement is crucial when it comes to the trust of your colleagues. If something more important comes up, make sure to reschedule any activities that may include others, rather than not showing up and flaking on them.  We should continue to collect task until all tasks are collected, meaning we will never become less stress if there is anything left in our heads to worry about. This doesn’t mean our mind will be empty, but instead, more focused on current activities (“be in the zone”).

Chapter 11

In chapter 11 Allen discusses the power of the collection habit.  He identifies the source of the anxiety we feel when we're collecting activity: "Your negative feelings are simply the result of breaking agreements-they're the symptoms of disintegrated self-trust" (227).  He recommends three viable options to prevent broken agreements with oneself: 1) Don't complete the agreement 2) Complete the agreement 3) Renegotiate the agreement.

I recently had an experienced similar to the one described by Allen.  Given my class load, I had to change my work availability and lower it by two hours.  I emailed the area director letting her know that I felt overwhelmed and that I wouldn't be able to cover those hours until I graduate in December.  Like Allen described, instead of her being upset with my refusal, she was impressed with my discipline.  She emailed me letting me know that she was glad that I knew my limits and was not willing to compromise the therapy we provide for our clients (who are children on the autism spectrum).  She also encouraged me to keep working hard in my classes, and keep in mind that I only have a bit over a month left before graduation.

Chapter 11

            Allen discusses how to manage the negative feelings that come along with all our stuff, and we need to understand the source in order to get rid of those negative feelings.  I have definitely felt guilt, frustration, anxious, and overwhelmed when I told myself there was something that I needed to do but failed to complete it, which is the result of breaking the agreements I made with myself and breaking the trust I have with myself (227).  Allen’s preventative measures really help, because I do not necessarily need to make the agreement with myself.  The habit of collecting helps me see what I already have on my plate, therefore I can decide if I am able take on more things.  However, I would try not to lower my standards even though Allen says it is OK.  Of course, simply completing the task would be the ideal way of keeping agreements, but a “renegotiated agreement is not a broken one” (230).  I can reschedule or put it on a different list (i.e. someday/maybe list) to know I will still get around to the task and not totally disregarded. 

            I think Allen’s point of using “your mind to think about things, rather than think of them” is really important (233).  When I keep thoughts in my head, I will constantly be reminded that some task needs to be done instead of actively processing the task and deciding what next actions I should make to keep them moving.  Capturing everything means I have no more reminders popping up, and this is extremely helpful in feeling less mentally tired.  I want to be the type of person that others can trust, but most importantly I want to trust myself to complete what I set out to do as Allen points out there is a unique trust people have with those who “without fail receive, process, and organize in a airtight manner” (225).

Chapter 11

I love the way that Allen lays out the benefits of his system for us in this chapter, particularly in terms of the personal. The part that stood out to me was his explanation on where and why our negative feelings occur when it comes to organizing our lives. He says, "But what are all those things in your in-basket? Agreements you've made with yourself. Your negative feelings are simply the result of breaking those agreements -- they're the symptoms of disintegrated self-trust" (Allen 227). These lines were so powerful because I often thought that my negative feelings must be attributed to the sheer volume of things I had to do and my feeling of inability towards doing them. Yet, when it really comes down to it, I do agree with Allen when he says that a lot of that anxiety is simply not having processed those items in any organized fashion and feeling stressed because of the lack of organization.

Another thing that stood out to me was the 3-point rule on how to prevent broken agreements with myself, particularly the point on "Don't make the agreement." I find that I often overexert myself and commit to more events, social and not, than I actually have the time or energy for. Often, when I'm having a good day and feel energized, I decide to make plans with a large number of people and assign myself a long list of tasks that "I've been meaning to do." However, once that feeling ebbs away, I'm left with a overly packed calendar but no resources, energy, or desire to complete them.

Chapter 10

Chapter 10 focused alot about my most favorite topic, projects! This chapter zeroed into the specific parts of project planning that give me the most trouble, and how to be prepared to respond to things that come up unexpectedly and describes ways in which people can be utilize tools such as whiteboards to be focused and constantly mindful of the "next action now" that needs to be taken in order to move forward!

It's interesting because personally I feel like a lot of the points mentioned have been tried in my life, but ultimately keeping up that routine, in terms of being on top of what needs to be done, and writing things down on concretes notes, boards, and other reminder methods is the hardest part.

Chapter 10 Response

Shobna Khunkhun

David Allen spends chapter ten providing techniques and practical tips “to facilitate the natural, informal planning process” (212). When dealing with big projects, besides creating action steps, he also suggests that one creates more detailed action items through the four typical planning step. The four typical planning steps he outlines are brainstorming, organizing, setting up meetings, and gathering information. While the examples he gives are very job/office space related, I found myself relating them to current projects in school such as the project of writing an essay. While the four steps seem obvious and something that one might already do, it was helpful to label and name them because it gives a more concrete plan and sets goals for accomplishing the big project. Additionally he mentioned that “the key is to get comfortable with having and using your ideas. And to acquire the habit of focusing your energy constructively, on intended outcomes and open loops, before you have to” (222). I found that his summed up very well the importance of having and using tools to implement and constantly use ones organizational system.

Chapter 10 Response from Larry

In Chapter 10, Allen categorizes projects into two kinds. The higher priority is assigned to those projects that we have not planned yet. We have to pick up those ignored or suppressed projects and think about what the very next physical action is. The other category is those projects that we have already planned for, but cannot really get out of our mind. This is interesting because many times, I was just so obsessed with one project and cannot stop thinking about it. However, the next day, I might have already lost interest in this project. So one way to deal with it for me was to actually do the project that interests me. Once I start doing it, I usually find out that the project is much harder than I have imagined. And I calm down quickly.

Another thing Allen kept talking about is to write things down. Getting all your ideas out of you mind is a good strategy so that you can focus. And writing things done actually helps us track back if everything went as planned or not. Right now, I write down how I spent my time on my notebook for a 24 hour documentation. I found this extremely useful because one, I can track how I am using my time, and two I feel an urgency to use my time well.  

C10 Response

I used to write down all the random ideas I had in middle school. For instance, I would write what kind of books I want to borrow from the library, which restaurant I want to go at weekends or call someone etc. I keep this habit until today--but not as often as I used to do when I was in boarding school. C10 gave me the idea that have writing instrument and pads as carry on and I think this idea is very beneficial for me. I lost track of a lot of random ideas simply because I didnt write it down! I am also thinking making a voice memo, if that's easier for me to record ideas when I am walking down the street.

Whiteboard is a very helpful tool for brainstorming. When I am dealing with small project, I tend to pull out some blank papers and flash out all the ideas. I used to use whiteboard/blackboard in club meetings at high school. Tell you what, once you start writing, people's attentions are all on you! Especially when you start drawing on the whiteboard. Overall, whiteboard is not only useful in a family setting but also in a meeting as well.

Chapter 10 Response

In this chapter Allen emphasizes the importance of having control of your projects. This quote really stood out to me: “If you feel out of control with your current actionable commitments, you'll resist focused planning" (212). Yes! This is precisely what happens to me! When I do not feel like I am in control of a situation/problem I do not focus or even try to make it work or better. Also, he mentions a lot of things which are common sense, but hardly ever take them into consideration or better yet into action. I realized this when he mentioned that we should create a "Next Action Now" with things that need to be taken care off right away. I put my hand in my face and smiled sheepishly at my own ignorance. Why haven't I made an email folder with now actions? Because it's too simple. It wouldn't occur to me.

The writing instruments for me are ballpoint pens and colorful sticky notes. I always have extra pens with me whether in my backup, purse or glove compartment of my car. The same also applies for the sticky notes. I sometimes do write what I want to do or something that popped in my hand, but I when don't have a sticky pad or pen, I use my phone's or iPod's notes app. If I lose the note it's gone, but on the case of the electronic notes, I have an app which backups up my notes, so I won't lose them. Like he has mentioned many times I'm order to make this work you must maintain the system by updating it. This is my major challenge.

Chapter 10

In this chapter, Allen addresses situations in which PROJECTS arise that are unplanned and what we are to do about them. Right when he begins to speak about this topic, I was hooked because I feel like that is often the case in my life. I also empathized when he explains how the overwhelming nature of unplanned projects often cause us to put them off or not take the next steps because it only exists in our head without any clear next directions.

I felt that this chapter wasn't really bringing up any NEW material, but rather applying old material to a new situation. It was helpful that he made it practical towards the middle of the chapter by giving us a number of tools that we can use to help us organize in the midst of these unplanned projects. For me, I definitely like using a variety of online tools OR pen and paper depending on the context and the nature of the project.

Chapter 9

Chapter 9 was very helpful and very practical. Though all the material was helpful, I found the most wisdom in the four-criteria model which gave me very solid guidelines to follow when attempting to organize my tasks in the day, particularly sudden tasks. I felt that the four distinguishing characteristics of context, time available, energy available, and priority were truly helpful tools given to me to give my life more control, particularly when it came to UNPLANNED tasks… which, as a college student, happens often.

The reminder to organize actions by context (having lists by where one most be in order to do a task) was really eye-opening to me because it makes a lot of sense. However, my struggle with this system is trying to figure out how it fits into all the rest of the system and organizational tools that have already been given us. At this point in the book, I feel slightly overwhelmed by the number of things that Allen has told me and how to fit my entire life into these organizational systems. I agree with the reasoning but I’m a bit lost with how to implement it all.

Chapter 10

Chapter Ten was great as a means of understanding the procedure and process of project planning. I really appreciated the thorough detail and advice Allen gave with specific examples of what to carry around, for example. The typical planning steps was also great since I learn well by structure and his direct outline was great for me to implement.
In addition, I found that his admission of coming up with ideas while waiting at an airport resonated with me as I find that I act similarly.  When I am at the gym, for example, I think of a million to-do list items, and now I immediately write them in my notes section of my phone instead of waiting until I get home.

Ch 10 Response

Chapter ten talked about how to incorporate all that we have learned from chapter 3 to nine into our real lives. In order to incorporate all that we have learned, we need to be comfortable and willing to utilize most, if not all of the organization techniques. This chapter encourages its readers to never doubt themselves and reminds us we can get organized with practice and patience. This chapter also expanded on Projects. Allen divided projects into two groups, typical planning step and random project thinking. With typical planning step, we need a more thorough examination of our next step, which includes brainstorming, organizing, setting up meetings, and gathering (more) information. When we have a random great idea, we use random project thinking. With random project thinking, we want to have good writing tools, which includes paper, pads, whiteboard, or computer, available around us to quickly write down our ideas. Having these tools readily available also helps encourage random thinking. Also have a premeditated system on how to take down random ideas also encourages random thinking (support system). Just like our next action list, it is also important to not forget to update your projects list. Lastly to reemphasize, the key to successfully incorporating this system is becoming comfortable with it.