"Getting Things Done" (GTD) is a personal productivity system developed by David Allen, first published in a book of the same name in 2001. A revised edition was released in 2015 to incorporate changes in information technology. GTD is presented as a time management system designed to reduce stress and increase productivity by externalizing tasks and information from one's mind into a trusted system. Allen posits an inverse relationship between the number
of things on one's mind and the likelihood of those things getting done, suggesting that an overloaded mind struggles to complete any task effectively.
Core Principles and Stress Reduction
At the heart of the GTD method is the idea of moving all items of interest, relevant information, issues, tasks, and projects out of one's mind. These are recorded externally and then broken down into actionable work items, each with known time limits. This process allows an individual to focus their attention on taking action on tasks listed in an external record, rather than relying on intuitive recall. Allen emphasizes that stress can be reduced and productivity increased by identifying and tagging stressors, which he refers to as "open loops," "incompletes," or "stuff."
To illustrate stress reduction, Allen provides an exercise centered on a task with an unclear outcome or an undefined next action. The most annoying, distracting, or interesting task is chosen and defined as an "incomplete." A description of the successful outcome of this "incomplete" is then written down in one sentence, along with the criteria for its completion. The next required step to approach completion of the task is also documented. Finally, a self-assessment of the emotions experienced after completing these steps is made. This process aims to demonstrate how externalizing and clarifying tasks can alleviate mental burden.
Essential Tools and Workflow
Implementing the GTD system requires a set of readily accessible tools, which can be either physical or electronic. These include an inbox for capturing new items, a trash can for discarding irrelevant ones, a filing system for reference material, several specific lists, and a calendar. As new "stuff" enters one's life, it is captured using these tools and then processed through a structured workflow. This workflow consists of five stages: capture, clarify, organize, reflect, and engage. The first edition of the book used slightly different names for these stages—collect, process, organize, plan, and do—but the descriptions of the stages are similar.
Once all material is captured in the inbox, each item is clarified and organized by asking and answering specific questions. This systematic questioning leads items to one of eight possible endpoints: in the trash, on a someday/maybe list, in a neat reference filing system, on a list of tasks with a defined outcome and next action (if it's a "project" requiring two or more steps), immediately completed if it takes under two minutes, delegated to someone else (and added to a "waiting for" list if follow-up is needed), on a context-based "next action" list (if it's a single step), or on one's calendar. It's crucial to empty inboxes daily or at least weekly, and not to use the inbox as a to-do list or return clarified items to it. Emptying the inbox means applying the capture, clarify, and organize steps to all items, not necessarily completing everything.
Reflection, Engagement, and Perspective
The next stage, reflection (termed planning in the first edition), involves assigning a desired outcome and a single "next action" to multi-step projects identified earlier. Finally, a task from one's task list is worked on (engage in the second edition, do in the first edition), unless the calendar dictates otherwise. The selection of which task to work on next is guided by considering one's current context (e.g., at home, at work, shopping, by the phone, at the computer, with a specific person), available time, available energy, and priority.
Allen emphasizes two key elements of GTD: control and perspective. The workflow forms the core of the control aspect, aiming to move everything except the current task out of one's head and into the trusted external system. This concept is likened to the martial arts simile of "mind like water," where the mind responds appropriately to inputs and then returns to a state of quiescence, rather than remaining continually stressed. With a trusted system and a "mind like water," individuals can gain a better perspective on their lives. Allen recommends reflection from six levels, known as "Horizons of Focus": Life, Long-term visions, 1–2 year goals, Areas of focus and accountability, Current projects, and Ground (Current actions). Unlike some theories that focus on top-down goal-setting, GTD works in the opposite direction, arguing that it's difficult to focus on big-picture goals without first controlling day-to-day tasks. By developing and using the trusted system for daily inputs, mental space is freed up to move to higher levels of perspective. A weekly review is recommended to reflect on these six levels, with the insights gained driving priorities at the project level, which in turn determine the priority of individual tasks and commitments. During this review, tasks are assigned to appropriate context lists, such as outstanding phone calls or errands to perform while shopping, based on available tools or individuals involved.
