Getting Things Done Read Online Free PDF Page B

Vertical Action Management
    You need to control commitments, projects, and actions in two ways—horizontally and vertically. “Horizontal” control maintains coherence across all the activities in which you are involved. Imagine your psyche constantly scanning your environment like police radar; it may land on any of a thousand different items that invite or demand your attention during any twenty-four-hour period: the drugstore, the housekeeper, your aunt Martha, the strategic plan, lunch, a wilting plant in the office, an upset customer, shoes that need shining. You have to buy stamps, deposit that check, make the hotel reservation, cancel a staff meeting, see a movie tonight. You might be surprised at the volume of things you actually think about and have to deal with just in one day. You need a good system that can keep track of as many of them as possible, supply required information about them on demand, and allow you to shift your focus from one thing to the next quickly and easily.
    “Vertical” control, in contrast, manages thinking up and down the track of individual topics and projects. For example, your inner “police radar” lands on your next vacation as you and your spouse talk about it over dinner—where and when you’ll go, what you’ll do, how to prepare for the trip, and so on. Or you and your boss need to make some decisions about the new departmental reorganization you’re about to launch. Or you just need to get your thinking up to date on the customer you’re about to call. This is “project planning” in the broad sense. It’s focusing in on a single endeavor, situation, or person and fleshing out whatever ideas, details, priorities, and sequences of events may be required for you to handle it, at least for the moment.
    The goal for managing horizontally and vertically is the same: to get things off your mind and get things done. Appropriate action management lets you feel comfortable and in control as you move through your broad spectrum of work and life, while appropriate project focusing gets you clear about and on track with the specifics needed.
The Major Change: Getting It All Out of Your Head
    There is no real way to achieve the kind of relaxed control I’m promising if you keep things only in your head. As you’ll discover, the individual behaviors described in this book are things you’re already doing. The big difference between what I do and what others do is that I capture and organize 100 percent of my “stuff” in and with objective tools at hand, not in my mind. And that applies to everything —little or big, personal or professional, urgent or not. Everything.
    There is usually an inverse proportion between how much something is on your mind and how much it’s getting done.
    I’m sure that at some time or other you’ve gotten to a place in a project, or in your life, where you just had to sit down and make a list . If so, you have a reference point for what I’m talking about. Most people, however, do that kind of list-making drill only when the confusion gets too unbearable and they just have to do something about it. They usually make a list only about the specific area that’s bugging them. But if you made that kind of review a characteristic of your ongoing life- and work style, and you maintained it across all areas of your life (not just the most “urgent”), you’d be practicing the kind of “black belt” management style I’m describing.
    There is no reason ever to have the same thought twice, unless you like having that thought.
    I try to make intuitive choices based on my options, instead of trying to think about what those options are . I need to have thought about all of that already and captured the results in a trusted way. I don’t want to waste time thinking about things more than once. That’s an inefficient use of creative energy and a source of frustration and stress.
    And you can’t fudge this thinking. Your mind will keep working on