Getting Things Done

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 values2.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

重读笔记1：这5个阶段到底如何应用?收集，处理，目标分解，任务列表，回顾。先不加思考的收集，以免正在做的事被优先级不高的事打断，然后找时间处理任务栏，可以现在做的马上做完，需要未来某个时刻做的，加入那天的任务列表，需要任务分解的，加入那天的思考列表，思考完成后写成任务列表，加入某天的任务列表，如果是将来要阅读的材料，加入资料列表，有时间检查资料列表后再把它加入某天的任务列表。这样，每天就是收集资料，完成任务列表，完成思考列表，并且制作任务列表，回顾总结，处理篮子。2：几个原则，有时间可以马上做的，不必事事入篮子。篮子定时清理即可，不用时时清理；篮子尽量少。对于棘手的问题，仅要求自己想出推动它进展的第一步即可，等清晰之后再分解任务列表。3，发现将来也许清单才是我人生意义之所在，或者说幸福之所在的地方，要时时看，这里才是真谛。4，自然计划模式，基本目标，原则约束，结果展望，头脑风暴弥补差距，组织项目计划。头脑风暴的理论，人的大脑会创意的想出很多东西，但你需要把之前想出的从大脑中腾出来，它才会继续想到更多，这其实与GTD是同一个思想。5，8个清单，垃圾，某天，资料，等待别人，下一步行动，日程，项目，项目计划，自然计划模式解决从项目到项目计划的产生。6，日程表只放对日期有严格要求的事情，其它越快完成越好的事情放入下一步行动清单，项目分解为下一步行动清单。日程表里可以包括类似于一某天开始思考如何落实某项目之类的话，或者某天一定要对某事做出决定等这种治疗拖延症的话。7，下一步行动清单要进行分类，办公室里，电脑旁，超市里，路上，资料回顾类等等。8，每页纸只列一个项目，它的正反面都是与此项目相关的创意，建立一个专属此项目的电子文件夹，用于资料收集。9，自下而上的方法。清单，项目，职责，目标，意义。在回顾的时候自然而然想到这些东西，以避免自己在大方向上的偏差，有助于在执行的时候，选择最合适的行动。10，下一步行动是应对困难项目，战胜拖延症最有效的法则。

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

第一章的主要内容是get ride of the stress ，压力来自于我们在同一时间想着完成两件或两件以上事情。