GTD WORKFLOW MAP

The Getting Things Done® methodology systematically keeps you in control,

relaxed, focused, and meaningfully engaged. Here’s how it works:

g g 7)] I
n 4 1 11
-====—I 11

UNFILTERED STUFF
Life’s random inputs
that you leave
LIFE S RANDOM INPUTS
unprocessed
(V
“ +. - .
- “STUFF”--- \
Purpose
WHAT IS IT?
Vision
DEFINING WORK
Goals

Areas of Focus
and Accountability
WHAT’S THE IS IT ACTIONABLE?
DESIRED OUTCOME?
X (If multi-step)

X PROJECTS
A
YES
TRASH
fl
Recycle,
shred, delete

g
WHAT’S THE
NEXT ACTION? INCUBATE
DEFER IT
Project Support Possible
Material (review later Someday / Maybe
for actions) action lists/folders
C
REFERENCE
For me to do, DELEGATE
specific to a day or
C
time (calendar / tickler) Date-specific
DO IT
triggers J
For me to do, as soon
as I can (Next Actions If less than 2 minutes
lists /folders /trays)
Paper/digital - lists/folders
In communication system
and being tracked on
LREDEFINED WORK
Waiting For list / folder
LJ
LIMITING CRITERIA
WHAT CAN I DO? • ► Context: Pick something possible
□
CONTEXT to do in my environment.

WHAT CAN I DO IN THE TIME I HAVE? • • Time: Pick something I can work on
TIME AVAILABLE constructively within my time frame.

WHAT DO I HAVE THE ENERGY TO DO? • ► Resources: Pick something I can do

RESOURCES successfully, with the energy and 9
attention I have.

SURPRISES THREE-FOLD NATURE OF WORK PROGRESSIVE

THINKING
MAINTENANCE UNPLANNED WORK DEFINING WORK
PREDEFINED WORK CREATIVE
Unscheduled work done as it appears. May or may not All undone actions and projects. The more complete Processing new input, reviewing horizons, transforming IDEAS
SPONTANEOUS
be the action to take in the moment. Must be evaluated and current the contents, the greater the ability to “stuff” into next actions and projects. The critical thinking
ACTIONS
against total work inventory and horizons of focus. manage multiple commitments, negotiate change, and and decision-making behavior for knowledge workers.
think at higher levels. A trusted inventory relieves the
mind of the job of remembering and reminding.

CP

e-o

HORIZONS OF FOCUS REVIEW

Whether I trust or hope that what I am doing is the best
thing depends on how complete the inventory of optional
actions are, and how well my horizons of focus are in focus.
Each horizon to be reviewed at its own cycle/recursion
as often as is required to get it off my mind.
Calendar: When I need to know the“have-to’s” for today
Next Actions: When I have time and need to see what else can I be doing
Projects: When I need to review my short-term commitments
Areas of Focus and Accountability: When I need to ensure balance
Goals/Objectives: When I need to ensure I’m on track to get what I want
Vision: When I need inspiration and long-term direction
Purpose/Principles: When I have major decisions to make

. of < 6% . 5Wey
c2 &
52
<
C O38
HOPE IT’S RIGHT
C. X «8 /
Worst Practice: I am driven
by the latest and loudest, unsure
about what I’m doing, unaware
-
3
C • Energy
of what I’m not doing. • Clarity
My inventory of actions 4 • Expansion
is incomplete and out of date... 68 • Exploration
O
My intuition is inaccessible.
e%o • Expression

ACTION
CHOICE 0
TRUST IT’S RIGHT
Best Practice: I trust my judgment because my inventory of actions
is complete and current, and my horizons of focus are in focus and integrated.
My intuition is in play, vision sharp, decisions clear and mind relaxed.

XPLANAT ONS" by XPLANE"

xplane.com © 2008,2012, 2014 David Allen Company. All Rights Reserved, gettingthingsdone.com 10505-v3a-25AUG2014