Rentabilizar o tempo. Conseguir fazer as coisas. Há quem já tenha escrito e criado técnicas para tal: Getting things done (GTD), de David Allen
The core principles of GTD are:
Collect
The notion of stress-free productivity starts with off-loading what needs to get done from one’s head, capturing everything that is necessary to track, remember, or take action on, into what Allen calls a bucket: a physical inbox, an email inbox, a tape recorder, a notebook, a PDA, a desktop, etc. The idea is to get everything out of one’s head and into a collection device, ready for processing. All buckets should be emptied (processed) at least once per week.
Process
When processing a bucket, a strict workflow is followed:
- Start at the top.
- Deal with one item at a time.
- Never put anything back into ‘in’.
- If an item requires action:
· Do it (if it takes less than two minutes), OR
· Delegate it, OR
· Defer it.
- If an item does not require action:
· File it for reference, OR
· Throw it away, OR
· Incubate it for possible action later.
If it takes under two minutes to do something, it should be done immediately. The two-minute rule is a guideline, encompassing roughly the time it would take to formally defer the action.
Organize
Allen describes a suggested set of lists which can be used to keep track of items awaiting attention:
- Next actions — For every item requiring attention, decide what is the next action that can be physically taken on that item. For example, if the item is, “Write project report,” the next action might be, “Email Fred for meeting minutes,” or, “Call Mary to ask about report requirements.” Though there may be many steps and actions required to complete the item, there will always be something that needs to be done first, and this step should be recorded in the next actions list. Preferably, these steps are organized by the context in which they can be done, such as “in the office,” “by the phone,” or “at the store.”
- Projects — Every open loop in one’s life or work which requires more than one physical action to achieve becomes a project. These projects are tracked and periodically reviewed to make sure that every project has a next action associated with it, and thus can be moved forward.
- Waiting for — When an action has been delegated to someone else, or when one is waiting for some external event before a project can be moved forward, this is tracked in the system and periodically checked to see if action is due, or a reminder needs to be sent.
- Someday/Maybe — Things to be done at some point, but not right now. Examples might be “learn Spanish,” or, “take diving holiday.”
A calendar is important for keeping track of appointments and commitments; however, Allen specifically recommends that the calendar be reserved for the hard landscape: things which absolutely have to be done by a particular deadline, or meetings and appointments which are fixed in time and place. To-do items should be reserved for the next action lists.
A final key organizing component of GTD is the filing system. A filing system must be easy, simple and fun. Even a single piece of paper, if needed for reference, should get its own file if it doesn’t belong in an existing folder. Allen suggests a single, alphabetically organized filing system, in order to make it as quick and easy as possible to store and retrieve the needed information.
Review
The lists of actions and reminders will be of little use if not reviewed at least daily, or whenever possible. Given the time, energy, and resources available at a particular moment, one must decide the most important task to be done immediately, and do it.
The discipline of GTD requires that all outstanding actions, projects and ‘waiting for’ items are reviewed at least once per week, making sure that any new tasks or upcoming events are entered into one’s system, and that everything is up to date. Allen suggests creating a “tickler file” containing outstanding tasks and projects as a way refresh one’s memory each week .
Do
Any organizational system is no good if excessive time is spent organizing tasks instead of actually doing them. Allen’s contention is that if one can make it simple, easy, and fun to take the necessary actions, one will be less inclined to procrastinate or become overwhelmed with too many ‘open loops’.
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