Getting Things Done: The Art of Stress-Free Productivity

Capture is Step One of Allen’s five-step work processing model. The process comprises collecting and recording all incomplete tasks and placing them into an in-tray. As well as gathering items in the physical environment, capturing involves a “mind sweep”—clearing the short-term memory of thoughts about incomplete actions.

This is Step Two of Allen’s five-step work processing model. It consists of emptying the in-tray and deciding what next actions need to be taken for every item.

In the context of the book, Engage means focusing on and completing next actions. This is the final stage of Allen’s five-step work processing model.

The author presents front-end thinking and planning as a crucial mindset of his methodology. Thinking through required actions at the front end (i.e., before events happen) helps maintain control over workflow and reduces stress. Allen suggests that most people deal with events at the back end once they have reached a crisis point.

Incubate describes the process of organizing items that require no present action but may need action in the future. Allen recommends placing these items in a Tickler file or on a Someday/Maybe list.

The term knowledge work was devised in 1959 by Peter Drucker—a pioneer of modern management. Knowledge work describes jobs or professions based on cognitive problem-solving rather than the completion of manual or repetitive labor. Allen cites the rise of knowledge work in the 21st century as a key contributor to blurring boundaries around professional roles. The unquantifiable amount of information available via e-mail and the internet makes it difficult to determine when work is truly done.

Allen uses this martial arts simile to define the ideal state of mind for productivity. Similar to the concept of “flow,” it describes moments when the brain is calm, free of distraction, and wholly engaged in the present task. In this state, individuals can adapt appropriately to new, unexpected demands, neither over- nor underreacting.

Part of the capture process, a mind sweep involves trawling the brain for all incomplete tasks and then recording them. Allen presents this procedure as a crucial step in relieving stress and increasing focus. He compares the procedure to clearing the RAM of a computer.

When using this term, Allen means the next physical action that needs to happen to progress an incomplete task or project. The author emphasizes the importance of being specific when defining next actions. For example, the reminder “set meeting” is too vague to fulfill the brief. Instead, one would need to identify who to contact about the meeting and by what method (phone call, e-mail, etc.).

The author uses this term to describe the many uncompleted tasks in our lives (both professional and personal). Allen argues that open loops clutter our short-term memory, causing stress and draining focus on present tasks. Moreover, the brain cannot differentiate small and large open loops, giving them equal weight. Capturing open loops in a reliable system frees the brain from the cycle of remembering and reminding.

Organize is Step Three of Allen’s five-step work processing model. The procedure involves establishing a coherent and reliable organizational system. The author provides highly detailed information on the tools and categories this system should include.

Allen argues that outcome visioning can play a powerful role in getting things done. He suggests that envisioning how a successfully completed project would look and feel triggers motivational responses in the brain.

By Allen’s definition, a project is any desired outcome (professional or personal) that will take more than one action to achieve. A project can be long- or short-term—either way, it must be continually tracked for progress and next actions.

Reflect is Step Four of Allen’s five-step work processing model. This stage involves the daily reviewing of calendar appointments and Next Actions lists. It also encompasses a Weekly Review. The author argues this phase is critical to keep organization systems current and to maintain commitments at all levels.

This is a list of non-urgent items one may want to action at some point in the future. Allen identifies the list as ideal for personal growth projects, such as books to read, hobbies to try, places to visit, etc.

A Tickler file is a folder or filing system designed for physical reminders of items one needs to remember in the future. It serves the function of allowing actions to be postponed until a more suitable time.

Allen recommends using the two-minute rule when deciding whether to do or defer an action. If a task can be actioned and completed within two minutes, he advises the reader to do it immediately, regardless of its priority. He suggests that doing so creates the sense of an instant “win” and increases energy.