I’m using GTD for almost ten years now. I consider myself an advanced user, but last December, I wanted to simplify my system, my tools and return to the basics to get better at the end. I started refactoring every aspect of my GTD system—digital and analog as well. This is a series about how I did it and why.
- Part 1: list managers are overcomplicating our systems
- Part 2: the Capture Wallet
- Part 3: keeping capture tools everywhere
- Part 4: using Apple Watch as a safety net for capturing
The initial version of GTD is based on more straightforward tools than most digital list managers. It is essential to learn how to do GTD in the default way because each step and tool has a purpose; there are no unnecessary things. We’re doing something wrong if we can’t keep our GTD system up and running with just the tools and ideas mentioned in the book.
Avoid having a connection between projects and next actions
Many list managers connect projects with the next actions, but in the original GTD approach, there are no connections between them. Everything is on a different list. We’re the ones who connect everything when we do the Weekly Review.
Digital list managers connect only subsequent actions to projects; they skip calendar events, project plans, etc. We have to find these on our own, but doing it can be confusing. When we do the Weekly Review, we can be under the impression that all we have about a project is the next actions connected to it, forgetting other activities like events on our calendar. We have to get the pieces together of all the remaining stuff for ourselves. It is way easier if the software can connect everything to us, but there is no technology capable of doing this, so we have to find the logical connection between things. Having seen the entire picture is the only way we can relax our minds.
Connecting subsequent actions to projects can result in unnecessary steps when adding a new to-do. Using simple lists is straightforward: we add a new item, and we are done; on the other hand, having a connection between projects and next actions is meta-information, usually yet another field to fill, which makes adding things slower.
If we don’t expect to see the title of related projects in our next actions lists, we will be more considered about how to phrase our actions. It results in a more precise next action which we can imagine easier, thus doing it without much thinking later.
Having many features is distracting
Professional task managers have many features which have to be set up and maintained, which takes a lot of time. These features can be helpful, but GTD doesn’t need more than having simple lists. We can even do the right thing at the right time with GTD on paper where advanced features are absent.
Before we try to solve a problem with advanced tools, we have to consider using something simpler which can yield the same result. For example, we can use paper to think, but store the result of that thinking in digital tools. Having many features can distract us from work by fiddling with the tool. The importance of a project is not defined by the tool we’re using to administer it.