Getting Things Done



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Getting Things Done

PART THREE
A vision without
a task is but a
dream, a task
without a vision is
drudgery, a vision
and a task is the
hope of the world.

From a church
in
Sussex, England,
ca.1730
magnified in the group, and the culture will sustain a
stressful fire-and-crisis siege mentality. If, in con-
trast, individuals are implementing the principles of
Getting Things Done
the culture will expect and
experience a new standard of high performance.
Problems and conflicts will not go away—they
remain inherent as you attempt to change (or main-
tain) anything in this world. The operational behav-
iors of this book, however, will provide the focus and
framework for addressing them in the most produc-
tive way.
256


Conclusion
I HOPE THIS book has been useful—that you have started to reap the
rewards of getting more done with less effort and stress. And I
really 
hope you have tasted the freedom of a "mind like water" and
the release of your creative energies that can come with the appli-
cation of these techniques. Those who begin to implement these
methods always discover there's more here than meets the eye,
and you may have begun to experience your own version of that.
I'll bet 
Getting Things Done 
has validated much of what you
already know and have been doing to some degree all along. Per-
haps, though, it will make it much easier for you to apply that
common sense more systematically in a world that seems to
increasingly confound us with its intensity and complexity.
My intent is not to add more to the plethora of modern
theories and models about how to be successful. I have tried,
on the contrary, to define the core methods that don't change with
the times, and which, when applied, always work. Like gravity,
when you understand the principle, you can operate a lot more
effectively, no matter what you're doing. Perhaps this is the Lead-
ing Edge of Back to Basics!
Getting Things Done 
is a road map to achieve the positive,
relaxed focus that characterizes your most productive state. I
invite you to use it, like a road map, as a reference tool to get back
there whenever you need to.
To consistently stay on course, you'll have to do some things
257


258
CONCLUSION
that may not be habits yet: keep everything out of your head;
decide actions and outcomes when things first emerge on your
radar, instead of later; and regularly review and update the com-
plete inventory of open loops of your life and work. I hope by now
you at least have established a reference point for the value these
behaviors create. Don't be surprised, though, if it takes a little
while to make them automatic. Be patient, and enjoy the process.
Here are some final tips for moving forward:

Get your personal physical organization hardware set up. Get
your workstation organized. Get in-baskets. Create a personal
filing system—for work and home. Get a good list-
management organizer that you are inspired to play with. I also
suggest that you give yourself permission to make any changes
that you have been contemplating for enhancing your work
environments. Hang pictures, buy pens, toss stuff, rearrange
your work space. Support your fresh start.

Set aside some time when you can tackle one whole area of
your office, and then each part of your house. Gather
everything into your system, and work through the 

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