Getting Things Done

CHAPTER 3
I GETTING PROJECTS CREATIVELY UNDER WAY: THE FIVE PHASES OF PLANNING
scrutiny at this top level of focus. Why are you going
to your next meeting? What's the purpose of your
task? Why are you having friends over for a barbeque
in the backyard? Why are you hiring a marketing
director? Why do you have a budget?
I admit it: this is nothing but advanced common
sense. To know and to be clear about the purpose of
any activity are prime directives for clarity, creative
development, and cooperation. But it's common
sense that's not commonly practiced, simply because it's so easy
for us to create things, get caught up in the form of what we've
created, and let our connection with our real and primary inten-
tions slip.
I know, based upon thousands of hours spent in many offices
with many sophisticated people, that the "why?" question cannot
be ignored. When people complain to me about having too many
meetings, I have to ask, "What is the purpose of the meetings?"
When they ask, "Who should I invite to the planning session?" I
have to ask, "What's the purpose of the planning session?" Until
we have the answer to 
my 
questions, there's no possible way to
come up with an appropriate response to 
theirs.
The Value of Thinking About "Why"
Here are just some of the benefits of asking "why?":
•
It defines success.
•
It creates decision-making criteria.
•
It aligns resources.
•
It motivates.
•
It clarifies focus.
•
It expands options.
Let's take a closer look at each of these in turn.
People love to win.
If you're not totally
clear about the
purpose of what
you're doing, you
have no chance of
winning.
63
Fanaticism
consists of
redoubling your
efforts when you
have forgotten
your aim.
—
George

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THE ART OF GETTING THINGS DONE |