Yesterday I spent most of my day working on billable projects and new business development, so I haven’t even started going through my remaining inbox items. I thought about hitting it in the evening, but I’m mindful that Allen recommends doing this when you’re fresh at the beginning of the day. Also, I have a few questions about how to proceed next as far as organization and “buckets” are concerned. So I’m writing this down here so I don’t forget; this blog, I just realized, is part of my general reference system. Cool!

What I’m Supposed to Be Doing

Allen speaks of the benefits of “hard edges” between distinct tasks and purposes, which is something I agree with now that I’m learning how to be an adult. Thus, I am trying to be very clear about what each stage of my GTD Kickstart should be accomplishing. I’ve just finished Collection, which is the gathering of all my unorganized thoughts and goals into a giant physical pile. I’m now into Processing of the Giant Pile. Processing, from page 119 of my copy of GTD, accomplishes the following:

1. trashing what I don’t need
2. completing any less-than-two-minute actions
3. handing off to others anything that can be delegated
4. sorting into my own organizing system reminders of actions that require more than two minutes
5. identifying any larger commitments (projects) I have, based on what I’ve got in my in-basket.

I’ve sort of done a pre-pass to junk and file stuff, so what’s remaining is a smaller list of in-box items that, through the magic of processing, will be transformed from “stuff” to “action”.

At the time, I thought I was processing, but apparently I was doing more of a “binge organization”. However, I did get an organized reference file, which is a huge relief. This has been a long-standing source of mental overhead, and now it’s gone! The system is also in place to handle any future reference needs, so I figure this is still a net-gain in terms of productivity. Material cost for folders, dividers, envelopes: about $50 (those label tapes are a little pricey), but I already had the file cabinet and memo string envelopes.

Processing Needs

GTD provides a wonderful psychological framework for productivity, but stops short of recommending any particular organizational system, other than perhaps the tickler file. There are plenty of guidelines, though…some of the ones that I’ve internalized and merged with some of my own thoughts are:

• Keep the critical information systems—lists and reminders—close and convenient. If you have to get up or hunt around for more than 30-60 seconds, you’ll lose momentum and are more likely to get distracted. Ideally, you can just reach over or glance at something. This aspect of GTD reminds me of building an external brain memory module, which I wrote about once when rearranging my workspace.

• Lists and reminders are distinct from resources and support materials. The GTD system itself is concerned with maintaining a fast, working index of everything you have going on, along with a system to keep it in top operating efficiency. Ideally that’s the stuff within immediate range, and are kept physically separate from everything else. Allen recommends storing project resources further away from you, so you’re not tempted to be distracted by them.

• Whatever lists and reminders system you choose, it must be fast and easy. Make sure the supplies are within easy reach…hunting slows you down, and the longer you are delayed or forced to deal with non-task items, the more likely you are to get distracted! I tend to think that most online systems are geared toward fast and easy organization, not fast data entry or fast data scanning. Basecamp does a pretty good job of this, though. It’s good enough for me to pay for, anyway!

• Do not rearrange, reorder, prioritize, or re-write information in multiple places. This creates useless busywork. Your brain can recognizing what’s important by just scanning the list, so leverage that power; it just takes a few seconds. Using your outliner to reorganize a list by priority takes hundreds of seconds, frittering away your time at a task that doesn’t really need optimizing. It’s a different story when you’re preparing a communication to someone else, but when communicating with yourself, just trust your intuitive ability to handle it.

• The two-minute rule is applicable beyond GTD. For example, I left a plate on my desk and was about to just move it to another table, but then I thought, “it would take less than two minutes to bring this upstairs and wash it quick”. I thought briefly that maybe I was being distracted from “doing what I was supposed to do”, but on the other hand…it got done. Wow! That dish would have sat for days otherwise, attracting the unwanted attention of cats and maybe bugs.

• There’s a joy of just getting things settled in GTD that’s overshadowed by all the cool system design; Allen is teaching us how to wean ourselves away from expectations that don’t do us any good. It’s a very positive approach, without shouting “this is about being positive.” A good example is Allen’s take on calendars; he says not to make these into “I’d like to get this done today” lists. It’s just not effective. Use them instead for time-specific actions, day-specific actions, and day-specific info (for example, need to call someone back, write the phone # down). This reminds me very much of enlightened project management. The newbie/control-freak manager will insist on a list of things that need to be done every day, under the mistaken impression that this creates “drive and purpose” in his/her direct reports. I’ve been that newbie, and I know all it creates is constant failure due to wishful thinking and sometimes resentment. Far better to just give a date, make sure that everyone is clear on that and what’s expected, and let people do their jobs. Of course you need to plan early enough review dates to ensure that the project is making progress, but the point is to trust people to accept responsibility for delivery by a certain date. You should trust yourself in the same way.

The Missing Links

Everything you track is ultimately processed into it’s own “bucket”. That’s where I’m getting a little sidetracked, slowing down to think about what specific system to use. I have some existing systems that work, but there are many that don’t. There are 7 categories of bucket that Allen defines:

• the project list
• project support materials
• calendared actions and info
• “next action” lists
• “waiting for” lists
• reference material
• “someday/maybe” lists.

Each of these elements needs some kind of organization system, which is where the wealth of community solutions comes in. I have reference materials settled now, and there are some Printable CEO forms that I will readapt toward the GTD methodology. However, the list management system is something I need to think about. Some early thoughts:

• I’ve been intrigued by JazzMasterson’s Index Card System photos, but haven’t planned out how this would really work. I just need to make something up. Storage comes to mind…I’ve ordered several library supply catalogs to look at their card catalog furniture. I should check out my local library and see if they have a line on used library furniture.

• Now that multiple-list management is staring me in the face, I finally understand the appeal of Backpack and TaDa List. I’ve heard good things about Kinkless GTD and Tracks, and I may yet install them. First I need to make a few lists on paper to just get a sense of the shape and workflow, then I can evaluate a system or make my own.

• Likewise, I don’t really have an effective calendaring system. I basically hate the design of all online calendars, but that was before I read Allen’s take on what they needed to accomplish, so I will need to look at these in a fresh light. The biggest problem, it seeems, is integrating the calendar system with other information sources…if that is indeed a problem. People (myself included) tend to want to have an “all-in-one” solution for tracking everything, but maybe my solution is just “everything that fits near my desk”. The other reasons I can think of is to have a globally-accessible internet-based system (online versions), or self-contained portable system. Food for thought. Maybe I need to invest in a briefcase to serve as the foundation for a GTD-in-a-Box system capable of dispatching “next action” items with ruthless efficiency; it would be the “index card version” of this specialty case.

• This is probably a good time to evalute new email clients as well. I’m currently using The Bat!, but am leaning toward giving Thunderbird a go. The Bat! has served me well, though it’s been irking me lately with its awkard contact management, search, and somewhat crappy handling of HTML email (specifically, creating and replying to them, not reading them). It’s secure and informative, which I like, but it’s getting long in the tooth. I just saw that it’s up to version 3.8…I’m still running 3.0! Time for an update!

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p>So that’s where I’m at for now. The various Printable CEO forms keep me focused “just enough” to be productive, but I think the real win will be when I integrate all these forms into the total perspective of GTD. Very exciting!