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.
2021-04-23开始读，mind like water 还行，目测有点口水书; 2021-04-29读完，虎头蛇尾，前面写的很有趣也实用，尤其说把忧虑的事情都写进planner，决定下一步做什么。但是后半本书极其无聊凑字数，讲起了归纳还行，而且很明显是根据提纲写出来的，却没能做到详略得当，反而废话连篇。
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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I like reading about organizing my life and being more productive, but I think the major lessons of this book could have been condensed in a page or two. Here are the things I remember: - 2 minute rule: if you remember to do something and it takes you le...
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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 11:162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
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
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
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.
If your mind is empty, it is always ready for anything; it is open to everything. —Sbunryu Suzuki 如果你的大脑中空空如也，总是处于一切就绪的状态，它就会向一切事情敞开大门。 —Shunryu Suzuki 专注在当下做的事情很重要，我经常听课的时候身体在教室但是心意已经不在那里，一直这样下去学习的兴趣很容易失去。慢慢会想去了也没有得不到什么收获，算了还是在寝室开黑吧，到期末考试的时候临时抱佛脚，后来对自己的...
2018-05-04 13:43
If your mind is empty, it is always ready for anything; it is open to everything. —Sbunryu Suzuki
如果你的大脑中空空如也，总是处于一切就绪的状态，它就会向一切事情敞开大门。 —Shunryu Suzuki 引自 第一章
任何造成你反应过度或不足的事情都可能控制住你，事情往往如此。
Anything that causes you to overreact or underreact can control you, and often does. 引自 第一章
任何没有找到应有的位置和恰当的存在方式的事物，都会盘踞在我们的脑海中，成为 悬而未决的问题。 Anything that does not belong where it is, the way it is, is an "open loop" pulling on your attention -这句话我感觉挺真实的
检验这种模式的一个重要训练 An Important Exercise to Test This Mode
在通常情况下，你对一些事总是念念不忘，这是因为你希望它们当前的状况能有所改善， 另外： * 你还没有确切地认定它们的预期结果是什么； * 你还没有决定你下一步的具体行动到底是什么； * 你还没有把后果和即将采取行动的提示信息存入你所依赖的体系中去。
控制你的头脑，要么由它来操纵你。 —贺勒斯 （Horace） Rule your mind or it will rule you. —Horace
始便是行动的一半。 —希腊谚语 The beginning is half of every action. —Greek proverb р引自 第一章
古道
中信出版社2003版
秋叶
中信出版社2010版
伊卡洛斯
中信出版社2003版
传奇☂
2 有用 弥缝 2007-10-04
褪墨: GTD
0 有用 过期 2012-02-17
中文翻译太差，太墨迹。内容不错
2 有用 蝉 2013-12-12
: C935/A425
0 有用 Sophie 2010-06-27
这好像是那本读到后来帮你把Inbox清零的书？ 我读的时候真的归零了一次，不过现在又有几千封了，当时觉得比别的时间管理的书更实用，不过长期效果～～～因人而异吧～～～
1 有用 Terry Chen 2011-11-03
GTD 是第一本对我有重大影响的时间管理类书籍，我现在的时间管理系统的基础就是 GTD 体系。
0 有用 洗然 2021-04-29
2021-04-23开始读，mind like water 还行，目测有点口水书; 2021-04-29读完，虎头蛇尾，前面写的很有趣也实用，尤其说把忧虑的事情都写进planner，决定下一步做什么。但是后半本书极其无聊凑字数，讲起了归纳还行，而且很明显是根据提纲写出来的，却没能做到详略得当，反而废话连篇。
0 有用 秀秀 2021-04-06
不知所云，毫无新意，又是一本只有what/how，没有why的书，没有why就无法评判好坏，无意义
0 有用 Lunar Lunatic 2021-03-17
于我而言最重要的就是有一个clear mindset，平时我脑子里的open loop太多了，学会信任客观世界，把大脑外包是当务之急。
0 有用 简恩的solo~ 2021-03-09
作为时间管理的经典书籍，这本书是一本很实用的工具书，适合那些本身事务繁多但是又缺乏系统管理的职场人士作为工具书来阅读。书的篇幅其实很短，所以很容易就读完。但是最难的是从头创立一个系统去管理自己的时间和任务，作者提供了非常详细的建议，譬如说拨出周末休息的时间，集中精力建立自己的工作台并收集以及整理这些任务清单。但是本书初版于2002年，所以里面的一些建议（譬如说把事情用不同的文件夹归类）已经过时了，... 作为时间管理的经典书籍，这本书是一本很实用的工具书，适合那些本身事务繁多但是又缺乏系统管理的职场人士作为工具书来阅读。书的篇幅其实很短，所以很容易就读完。但是最难的是从头创立一个系统去管理自己的时间和任务，作者提供了非常详细的建议，譬如说拨出周末休息的时间，集中精力建立自己的工作台并收集以及整理这些任务清单。但是本书初版于2002年，所以里面的一些建议（譬如说把事情用不同的文件夹归类）已经过时了，但是里面提到的一些原则还是有指导意义的，譬如说使用工具而不是大脑去记录待办事项，把任务细分为详细的行动步骤，还有利用日程表去提醒自己。学会清空工作篮，划掉待办事项的感觉很爽。 (展开)
0 有用 kinkin 2021-03-06
1.写下所有待办事项，让脑海清空。 2.设置四种清单。分为紧急、下一步、待办、梦想清单。 3.一定要review。 4.按事项一个一个完成，完成能带来存在感。