In today s world, yesterday s methods just don t work. In Getting Things Done, veteran coach and management consultant David Allen shares the breakthrough methods for stress-free performance that he has introduced to tens of thousands of people across the country. Allen s premise is simple: our productivity is directly proportional to our ability to relax. Only when our minds a...
In today s world, yesterday s methods just don t work. In Getting Things Done, veteran coach and management consultant David Allen shares the breakthrough methods for stress-free performance that he has introduced to tens of thousands of people across the country. Allen s premise is simple: our productivity is directly proportional to our ability to relax. Only when our minds are clear and our thoughts are organized can we achieve effective productivity and unleash our creative potential. In Getting Things Done Allen shows how to: € Apply the "do it, delegate it, defer it, drop it" rule to get your in-box to empty € Reassess goals and stay focused in changing situations € Plan projects as well as get them unstuck € Overcome feelings of confusion, anxiety, and being overwhelmed € Feel fine about what you re not doing From core principles to proven tricks, Getting Things Done can transform the way you work, showing you how to pick up the pace without wearing yourself down.
Getting Things Done 这本书2002年出版以来,“GTD” 已经成了一个专有名词,带动了一大批基于此书的时间管理书籍,文章和专门的博客。绝大多数人对时间管理的认识还停留在传统简单的日程表(Calendar)和任务表(To Do List)上,而此书作者 David Allen 号召大家随时使用多个...
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书的内容大致就是①清空你的大脑,不要用大脑去记事,不要受太多事情干扰,把所有要做的事情分门别类,用纸或是电子文档记录下,让大脑集中注意力,避免焦虑和不安,每完成就清空任务单②具体化目标,任务,把任务和项目切割成切实可行的每个行动③常提醒自己,要完成的任务,让要完成的事项足够引起我们的注意力,并且每周反省。
我们的最终目标是把各种工作和情况赶出你的大脑,但不要丢弃任何具有潜在价值的想法。
作者建议用各种标签和清单来分类,如地点,所用工具,A "Projects" list • Project support material • Calendared actions and information •" Next Actions" lists • A "Waiting For" list • Reference material • A "Someday/Maybe" list
★ 1.The methods I present here are all based on two key objectives:(1) capturing all the things that need to get done—now, later, someday, big, little, or in between—into a logical and trusted system outside of your head and off your mind; and (2) disciplining yourself to make front-end decisions about all of me "inputs" you let into your life so that you will always have a plan for "next actions" that you can implement or renegotiate at any moment
==========
I have seen too many of these effortsfail, for one or more of the following three reasons:
1 | There is too much distraction at the day-to-day, hour-to-hour level of commitments to allow for appropriate focus onthe higher levels.
2 | Ineffective personal organizational systems create huge sub-conscious resistance to undertaking even bigger projects andgoals that will likely not be managed well, and that will in turn cause even more distraction and stress.
3 | When loftier levels and values actually are clarified, it raises the bar of our standards, making us notice thatmuch more that needs changing. We are alreadyhaving a serious negative reaction to the over-whelming number of things we have to do. Andwhat created much of the work that's on thoselists in the first place? Our values
2.On another front, the lack of edges can create more work for everyone。缺乏完成的界限,使我们常常觉得自己有更多的事情要做
==========
3.★★心静如水,像往水里投石子一样,水的变化完全和石子的力度成比例,既不会过度反应也不会反应不足,但最后归于平静."mind like water." Imagine throwing a pebble into a still pond. How does the water respond? The answer is totally appropriately to the force and mass of the input; then it returns to calm. It doesn't overreact or underreact.
(最高效率) Think about the last time you felt highly productive.You probably had a sense of being in control; youwere not stressed out; you were highly focused onwhat you were doing; time tended to disappear(lunchtime already?); and you felt you were making noticeable progress toward a meaningful outcome。
==========
4.The Basic Requirements for Managing Commitments well requires the implementation of some basic activities and behaviors:
First of all, if it's on your mind, your mind isn't clear. Anything you consider unfinished in any way must be captured in a trusted system outside your mind, or what I call a collection bucket, that you know you'll come back to regularly and sort through. •
Second, you must clarify exactly what your commitment is and decide what you have to do, if anything, to make progress toward fulfilling it. •
Third, once you've decided on all the actions you need to take, you must keep reminders of them organized in a system you review
==========
5.All that situation did was rear up out of the RAM part of your brain and yell at you, internally. And what did you do about it? Unless you wrote it down and put it in a trusted "bucket" that you know you'll review appropriately sometime soon, more than likely you worried about it. Not the most effective behavior: no progress was made, and tension was increased.
==========
★6(A "Someday/Maybe" list,保存任何具有潜在价值的想法,定期重新思考)
.Say you pick up something from a memo, or read an e-mail, that gives you an idea for a project you might want to do someday, but not now. You'll want to be reminded of it again later so you can reassess the option of doing something about it in the future。
==========
★7.The Weekly Review is the time to ①Gather and process all your "stuff." ②Review your system. ③Update your lists. ④Get clean, clear, current, and complete
==========
★8The Six-Level Model for Reviewing Your Own Work:
50,000+ feet: Life •40,000 feet: Three-to five-year vision • 30,000 feet: One-to two-year goals• 20,000 feet: Areas of responsibility• 1 0,000 feet: Current projects==========
9.(如果你不具体化化下个行动,模糊的概念会让你不自觉抵触使你不注意它)If you haven't identified the next physical action required to kick-start it, there will be a psychological gap every time you think about it even vaguely. You'll tend to resist noticing it.
==========
★★ I've noticed that people are actually more com-fortable dealing with surprises and crises than theyare taking control of processing, organizing, review-ing, andassessing that part of their work that is not asself-evident. It's easy to get sucked into "busy" and"urgent" mode, especially when you have a lot of unprocessed andrelatively out-of-control work on your desk, in your e-mail, andon your mind.
10.The Basic Categories There are seven primary types of things that you'll want to keep track of and manage from an organizational perspective:
①A "Projects" list ② Project support material ③Calendared actions and information ④Next Actions" lists ⑤ A "Waiting For" list ⑥ Reference material ⑦A "Someday/Maybe" list
==========
Reviewing: Keeping Your System Functional
==========
11.★When you understand the source of your negative feelings about all your stuff, you'll discover, as I did, the way to get rid of them. And if you experienced any positive feelings from collecting your stuff, you actually began the process of eliminating the negativity yourself
==========
12.The Magic of Mastering the Mundane
You have an urge to make something happen; you image the outcome; you generate ideas that might be relevant; you sort those into a structure; and you define a physical activity that would begin to make it a reality
2012-09-18 11:16:542人喜欢
You have an urge to make something happen; you image the outcome; you generate ideas that might be relevant; you sort those into a structure; and you define a physical activity that would begin to make it a reality
书的内容大致就是①清空你的大脑,不要用大脑去记事,不要受太多事情干扰,把所有要做的事情分门别类,用纸或是电子文档记录下,让大脑集中注意力,避免焦虑和不安,每完成就清空任务单②具体化目标,任务,把任务和项目切割成切实可行的每个行动③常提醒自己,要完成的任务,让要完成的事项足够引起我们的注意力,并且每周反省。
我们的最终目标是把各种工作和情况赶出你的大脑,但不要丢弃任何具有潜在价值的想法。
作者建议用各种标签和清单来分类,如地点,所用工具,A "Projects" list • Project support material • Calendared actions and information •" Next Actions" lists • A "Waiting For" list • Reference material • A "Someday/Maybe" list
★ 1.The methods I present here are all based on two key objectives:(1) capturing all the things that need to get done—now, later, someday, big, little, or in between—into a logical and trusted system outside of your head and off your mind; and (2) disciplining yourself to make front-end decisions about all of me "inputs" you let into your life so that you will always have a plan for "next actions" that you can implement or renegotiate at any moment
==========
I have seen too many of these effortsfail, for one or more of the following three reasons:
1 | There is too much distraction at the day-to-day, hour-to-hour level of commitments to allow for appropriate focus onthe higher levels.
2 | Ineffective personal organizational systems create huge sub-conscious resistance to undertaking even bigger projects andgoals that will likely not be managed well, and that will in turn cause even more distraction and stress.
3 | When loftier levels and values actually are clarified, it raises the bar of our standards, making us notice thatmuch more that needs changing. We are alreadyhaving a serious negative reaction to the over-whelming number of things we have to do. Andwhat created much of the work that's on thoselists in the first place? Our values
2.On another front, the lack of edges can create more work for everyone。缺乏完成的界限,使我们常常觉得自己有更多的事情要做
==========
3.★★心静如水,像往水里投石子一样,水的变化完全和石子的力度成比例,既不会过度反应也不会反应不足,但最后归于平静."mind like water." Imagine throwing a pebble into a still pond. How does the water respond? The answer is totally appropriately to the force and mass of the input; then it returns to calm. It doesn't overreact or underreact.
(最高效率) Think about the last time you felt highly productive.You probably had a sense of being in control; youwere not stressed out; you were highly focused onwhat you were doing; time tended to disappear(lunchtime already?); and you felt you were making noticeable progress toward a meaningful outcome。
==========
4.The Basic Requirements for Managing Commitments well requires the implementation of some basic activities and behaviors:
First of all, if it's on your mind, your mind isn't clear. Anything you consider unfinished in any way must be captured in a trusted system outside your mind, or what I call a collection bucket, that you know you'll come back to regularly and sort through. •
Second, you must clarify exactly what your commitment is and decide what you have to do, if anything, to make progress toward fulfilling it. •
Third, once you've decided on all the actions you need to take, you must keep reminders of them organized in a system you review
==========
5.All that situation did was rear up out of the RAM part of your brain and yell at you, internally. And what did you do about it? Unless you wrote it down and put it in a trusted "bucket" that you know you'll review appropriately sometime soon, more than likely you worried about it. Not the most effective behavior: no progress was made, and tension was increased.
==========
★6(A "Someday/Maybe" list,保存任何具有潜在价值的想法,定期重新思考)
.Say you pick up something from a memo, or read an e-mail, that gives you an idea for a project you might want to do someday, but not now. You'll want to be reminded of it again later so you can reassess the option of doing something about it in the future。
==========
★7.The Weekly Review is the time to ①Gather and process all your "stuff." ②Review your system. ③Update your lists. ④Get clean, clear, current, and complete
==========
★8The Six-Level Model for Reviewing Your Own Work:
50,000+ feet: Life •40,000 feet: Three-to five-year vision • 30,000 feet: One-to two-year goals• 20,000 feet: Areas of responsibility• 1 0,000 feet: Current projects==========
9.(如果你不具体化化下个行动,模糊的概念会让你不自觉抵触使你不注意它)If you haven't identified the next physical action required to kick-start it, there will be a psychological gap every time you think about it even vaguely. You'll tend to resist noticing it.
==========
★★ I've noticed that people are actually more com-fortable dealing with surprises and crises than theyare taking control of processing, organizing, review-ing, andassessing that part of their work that is not asself-evident. It's easy to get sucked into "busy" and"urgent" mode, especially when you have a lot of unprocessed andrelatively out-of-control work on your desk, in your e-mail, andon your mind.
10.The Basic Categories There are seven primary types of things that you'll want to keep track of and manage from an organizational perspective:
①A "Projects" list ② Project support material ③Calendared actions and information ④Next Actions" lists ⑤ A "Waiting For" list ⑥ Reference material ⑦A "Someday/Maybe" list
==========
Reviewing: Keeping Your System Functional
==========
11.★When you understand the source of your negative feelings about all your stuff, you'll discover, as I did, the way to get rid of them. And if you experienced any positive feelings from collecting your stuff, you actually began the process of eliminating the negativity yourself
==========
12.The Magic of Mastering the Mundane
Getting things done requires two basic components: defining (1) what "done" means (outcome) and (2) what "doing" looks like (action). 1. Pull all agreement you made with yourself out of your mind, clarify what they mean to you, and then make a decision about how to move on them, or these 'open loops' will constantly pull on your attention. Most people aren't aware of the prices paid for these.
2022-01-01 20:28:14
Getting things done requires two basic components: defining (1) what "done" means (outcome) and (2) what "doing" looks like (action).引自第21页
1. Pull all agreement you made with yourself out of your mind, clarify what they mean to you, and then make a decision about how to move on them, or these 'open loops' will constantly pull on your attention. Most people aren't aware of the prices paid for these.
本书适合先具体看一遍,再重新回顾一遍具体操作部分—— part one。啰嗦是英文工具书的特点,而且对于英文阅读还不是特别流畅的自己正好是一个优点,解释得足够清楚,面面俱到,如果不知道这本书的具体走向,就会乱了思路,所以马上回顾,巩固成自己的思路很重要。 我觉得作者很实在,虽然他确实一直在夸自己的这套方法能很大程度地改变你的生活,让你更轻松,但他也一直强调:1,这个方法并不新颖;2,需要至少2年的时间才能真...
2020-04-28 13:56:44
本书适合先具体看一遍,再重新回顾一遍具体操作部分—— part one。啰嗦是英文工具书的特点,而且对于英文阅读还不是特别流畅的自己正好是一个优点,解释得足够清楚,面面俱到,如果不知道这本书的具体走向,就会乱了思路,所以马上回顾,巩固成自己的思路很重要。
后面的部分一直在blah blah 证明他的这套方法多有用啦,这也无可厚非,人家就是可以靠这个吃饭。说到这个想起作者本身的经历也极其丰富,当过日本一种拳法的教练,当过司机什么的,敬佩感油然而生。反正这套方法就是要实践,否则如何getting things done?
书中有一段话也许不切题,但却很令我感同身受,摘录如下: it's easy to envision something happening if it has happened before or you had experience with similar successes. It can be quite a challenge, however, to identify with images of success if they represent new and foreign territory––that is, if you have few reference points about what an event might actually look like and little experience of your own ability to make it happen. 也许这也正好契合了拿破仑的话: whatever the mind of man can conceive and believe, it can achieve. 好吧,愿世界的资源分配更加均匀,愿人们更加敢于想象。
The Five Stages of Mastering Workflow: We 1⃣️ collect things that command our attentions; 2⃣️process what they mean and what to do about them; and 3⃣️orgnize the results, which we 4⃣️review as options for what we choose to 5⃣️do.
2019-10-04 11:46:25
The Five Stages of Mastering Workflow: We 1⃣️ collect things that command our attentions; 2⃣️process what they mean and what to do about them; and 3⃣️orgnize the results, which we 4⃣️review as options for what we choose to 5⃣️do.
0 有用 过期 2012-02-17 15:54:43
中文翻译太差,太墨迹。内容不错
2 有用 弥缝 2007-10-04 14:26:43
褪墨: GTD
2 有用 丸子(^.^)v 2011-09-06 00:23:29
永远记得 是你的手指拨出动人的旋律 而不是那把琴……
3 有用 蝉 2013-12-12 14:23:57
: C935/A425
0 有用 老卡 2011-04-05 22:38:14
One single book, cure procrastination, boost productivity, guaranteed. For it is back to basics like gravity.
0 有用 Sgt.Donuts 2022-07-04 10:23:22
amazon有声书版。发现自己确实不太适合有声书,尤其是这种工具书。下次找一本小说/传记试试吧。
0 有用 脂鲤 2022-06-12 10:17:10
大学的时候读过,前段时间还翻出了那时潦草简短的笔记,重读之后收获颇丰,确实是个人生活管理的好的方法论,开始的时候会比较痛苦,因为要把前几十年挤压的各种资料都梳理出来,但结合不完美主义者的理论,把Roadmap列出来之后就别想大局了,你只需要知道在这份计划当中你这周或者今天要完成什么就足够了,专注在这一小块要做的事情上,一点一点啃。
0 有用 吕毅 2022-04-20 19:43:16
发现Things应用一直都没用对,尝试按这个思路用起来!
0 有用 徽柔Orchid 2022-04-06 20:05:44
终于到了这一步啊。工作流还是要再看一眼vika
0 有用 半个半个 2022-04-03 14:26:15
有用 啰嗦