1. Defining purpose and principles-the why
Why are you going to your next meeting? What's the purpose of your task? What are your standards?
I agree with Allen that this step is all-important for inspiration. At any point during a project it can be
reinvigorated by going back to the purpose.
2. Outcome visioning-the what
When you focus on something, that focus creates ideas. What will this project look like when it's done?
Envision "wild success."
3.Brainstorming-quantity over quality. Minimize the analyzing during this step. When you have an idea, you
grab it, so you won't have to come up with it again. I tend to overanalyze, and it can be paralyzing. Maybe I should try to let all the ideas fly!
4. Organizing-a natural order will probably emerge from the brainstorming. Hmm?
5.Identifiying next actions-allocation and reallocation of physical resources. This ties in with #1. Actions
follow inspiration. This all still seems a bit complicated, but perhaps worth a try.
Sunday, January 30, 2011
Saturday, January 29, 2011
5 Stages of Managing Workflow
1. COLLECT 100% of the incompletes in your life (include personal and professional). As soon as you say "I should" or "I need to" an item belongs here. The tools for this are physical in baskets, e-mail, PDAs, and notebooks. Try to keep the number of collection buckets (tools) to a minimum and empty them regularly. This is an area that I can improve on since I tend to keep a lot of "shoulds" in my head.
2. PROCESS the items that have been collected. What is it? Is it actionable? If no, it goes to trash, a reference file, or a "tickler" file that will be checked at a specific future date. If yes, it goes on a projects list or "next action" list. A next action could be call, draft, talk to, or research. It has to be specific. Decide if you will do, delegate, or defer the next action. I find it interesting that processing is separate from doing. This step seems to be pre-organizing. Maybe a little too complicated.
3.ORGANIZE tasks into a projects list, project support materials files, reference files, calendar, next actions list, and a tickler file. The projects list should include anything that requires more than one step. The calendar contains only date and time specific items, not to-do lists. The tickler file intrigues me. You can defer things and still get them off your mind, because the file will bring them back to attention at a specific later date. This might work for me.
4. REVIEW weekly all your lists and your system. Update, gather, process. Allen believes this is what most people do before going on vacation, but he recommends doing it weekly. This is the most important part of the system.
5. DO. Choose actions to be done at a particular time according to where you are, the time available, your energy level, and priority. Evaluate daily work in terms of predefined work (next actions list), work that shows up (attend to if more important than what you were working on), and defining work (clearing in basket, breaking down new projects).
Allen recommends reviewing work from a pilot's point of view. On the runway are current actions. At 10,000 feet you are looking at current projects, 20,000 feet- areas of responsibility, 30,000 feet- one to two year goals. At 40,000 feeet you have a three to five year vision, and at 50,000+ feet you can see life goals. I like this analogy because it is a vivid representation of perspective. The further away something is, the broader the view.
2. PROCESS the items that have been collected. What is it? Is it actionable? If no, it goes to trash, a reference file, or a "tickler" file that will be checked at a specific future date. If yes, it goes on a projects list or "next action" list. A next action could be call, draft, talk to, or research. It has to be specific. Decide if you will do, delegate, or defer the next action. I find it interesting that processing is separate from doing. This step seems to be pre-organizing. Maybe a little too complicated.
3.ORGANIZE tasks into a projects list, project support materials files, reference files, calendar, next actions list, and a tickler file. The projects list should include anything that requires more than one step. The calendar contains only date and time specific items, not to-do lists. The tickler file intrigues me. You can defer things and still get them off your mind, because the file will bring them back to attention at a specific later date. This might work for me.
4. REVIEW weekly all your lists and your system. Update, gather, process. Allen believes this is what most people do before going on vacation, but he recommends doing it weekly. This is the most important part of the system.
5. DO. Choose actions to be done at a particular time according to where you are, the time available, your energy level, and priority. Evaluate daily work in terms of predefined work (next actions list), work that shows up (attend to if more important than what you were working on), and defining work (clearing in basket, breaking down new projects).
Allen recommends reviewing work from a pilot's point of view. On the runway are current actions. At 10,000 feet you are looking at current projects, 20,000 feet- areas of responsibility, 30,000 feet- one to two year goals. At 40,000 feeet you have a three to five year vision, and at 50,000+ feet you can see life goals. I like this analogy because it is a vivid representation of perspective. The further away something is, the broader the view.
Wednesday, January 26, 2011
First conducting assignment
This class is going to stretch me musically and technologically. That's good! I have been reading Getting Things Done by David Allen. His main idea is that we need to implement a system for getting "stuff" out of our minds (which he refers to as RAM) and into an organizational system that we feel is reliable. Allen asserts that it is possible to have an overwhelming number of things to do and still function with a clear head and a sense of "relaxed control."
The two key objectives of Allen's system are capturing ALL the things that need to get done into a TRUSTED system outside of your head and disciplining yourself to make decisions about all the things coming into your life. There are three basic ways to manage commitments:
(1) If it's on your mind, it needs to be put in a system (what Allen calls a "collection bucket") that you know you will come back to regularly.
(2) Clarify commitments and decide what, if anything, you have to do to make progress.
(3) After deciding on actions to be taken, keep reminders of these in a system you review regularly.
Allen states that the mind will not let go of a problem or task until you make yourself a reminder that your brain trusts will be reviewed. He calls unfinished tasks that are not filed in a secure way open loops. I agree with Allen that these open loops produce anxiety and drain energy. I have often experienced a sense of relief after accomplishing enough of a project to feel it is tucked in to some degree. I look forward to finding out more specifics about this organizational system in the coming chapters.
The two key objectives of Allen's system are capturing ALL the things that need to get done into a TRUSTED system outside of your head and disciplining yourself to make decisions about all the things coming into your life. There are three basic ways to manage commitments:
(1) If it's on your mind, it needs to be put in a system (what Allen calls a "collection bucket") that you know you will come back to regularly.
(2) Clarify commitments and decide what, if anything, you have to do to make progress.
(3) After deciding on actions to be taken, keep reminders of these in a system you review regularly.
Allen states that the mind will not let go of a problem or task until you make yourself a reminder that your brain trusts will be reviewed. He calls unfinished tasks that are not filed in a secure way open loops. I agree with Allen that these open loops produce anxiety and drain energy. I have often experienced a sense of relief after accomplishing enough of a project to feel it is tucked in to some degree. I look forward to finding out more specifics about this organizational system in the coming chapters.
Subscribe to:
Posts (Atom)