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Getting Things Done:
Think carefully about where and when and under what circumstances you can do which actions, and organize your day accordingly.
|
148 |
|
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Getting Things Done:
The primary reason for organizing is to reduce cognitive load – i.e. to eliminate the need to constantly be thinking, ‘What do I need to do about this?’
|
155 |
|
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Getting Things Done:
There’s an obvious danger in putting reminders of things you need to do somewhere out of sight.
|
158 |
|
|
Getting Things Done:
The function of an organization system is primarily to supply the reminders you need to see when you need to see them, so you can trust your choices about what you’re doing…
|
158 |
|
|
Getting Things Done:
It is impossible to be truly relaxed and in your productive state when things you’ve told yourself you need to handle continue to pull at your mind, whether they be little or big.
|
160 |
|
|
Getting Things Done:
…often some of the greatest pressures on professionals stem from the personal aspects of their lives that they are letting slip.
|
164 |
|
|
Getting Things Done:
The right amount of complexity is whatever creates optimal simplicity.
|
165 |
|
|
Getting Things Done:
…how you decide to group your projects is not nearly as critical as ensuring that your inventory is complete, current, and assessed sufficiently to get it off you mind.
|
165 |
|
|
Getting Things Done:
…you don’t want to use support materials as your primary reminders of what to do – that should be relegated to your action lists.
|
168 |
|
|
Getting Things Done:
The inherent danger in the digital world is how much data can be spread into how many different places so easily, without coordinating links.
|
170 |
