GTD à la mode Kanban (1)

Jim Benson m'a encouragé il y a quelque temps à écrire quelque chose sur la façon dont je combinais Getting Things Done et Personal Kanban. Le moment était parfait pour marquer un temps de réflexion et revenir sur mon expérience. J'ai pensé que c'était là une excellente idée. Le moment était parfait pour marquer un temps de réflexion et revenir sur mon expérience, 8 ans après avoir commencé à appliquer la méthode Getting Things Done et un peu plus d'un an après avoir découvert le Kanban personnel. J'ai donc commencé à rédiger un billet de blogue la façon dont les deux peuvent très bien s’articuler bien. Ce qui devait initialement être un billet unique est toutefois irrésistiblement devenu une série de trois billets. Dans ce premier billet, j'aimerais commencer par rappeler en quoi consiste la méthode Getting Things Done.Getting Things Done: the Art of Stress-Free productivity est le titre d'un livre publié en 2001 par David Allen, le désormais célèbre conférencier et consultant en productivité personnelle d'Ojay en Californie. Ce livre est rapidement devenu un grand succès international et a rapidement attiré une foule d'adeptes. Aussi est-ce désormais un des classiques incontournables de la littérature sur la productivité personnelle. Une traduction française, S'organiser pour réussir est disponible depuis 2008. Le propos de la méthode Getting Things Done, ou GTD pour les initiés, est d'aider tout un chacun à devenir plus productif en prenant le contrôle de son flux de travail. Ceci est possible en mettant en oeuvre un simple processus qui comprend cinq étapes : la collecte, le traitement, l'organisation, la revue et l'action. Comme une image vaut bien mille mots, le système de traitement a été fort synthétisé dans un diagramme désormais fameux, le diagramme du flux de travail GTD et plus récemment dans une élégante infographie, la carte du flux de travail GTD.Un premier principe de base de la méthode est d'effectuer de façon très systématique la collecte de toutes “les choses” qui entrent dans votre vie (lettres, documents, courriels, etc.), mais aussi de faire le vide de ce que vous avez en tête et de coucher sur le papier tout ce qui peut retenir votre attention.Il s’agit ensuite de soumettre tout ce qui entre dans votre système à un traitement très rigoureux. Un tel processus de triage utilise des filtres aussi simples qu'efficaces, en posant une série de trois questions: "qu'est-ce que c'est?", "peut-on exécuter une action?", et le cas échéant, "quelle est la prochaine action" à effectuer? Déterminer quelle est la prochaine action — la Next Action — à exécuter est tout à fait central dans l'ensemble de la méthode GTD. Une particularité de celle-ci, insistons d'ailleurs sur ce point, est que tout ce qui comporte plus d'une action à exécuter constitue un projet.L'organisation repose elle sur une structure aussi simple que claire et rigoureuse. Les choses qui ne peuvent pas donner lieu à l'exécution d'une action sont jetées (poubelle), placées en incubation (dossier un jour/peut-être), ou archivées pour un possible usage à l'avenir (documents de référence). Un système simple de listes et de dossiers est utilisé pour assurer le suivi de ce qui doit donner lieu à l'exécution d'une action (actions suivantes, tâches qui doivent être effectuées pendant une période bien définie, évènements, tâches qui ont été déléguées à quelqu'un d'autre et qui sont "en attente", ainsi que projets et documents relatifs aux projets).Effectuer la revue du système de façon régulière est un élément tout à fait essentiel de la mise en oeuvre de la méthode Getting Things Done. Il s'agit ici non seulement de passer régulièrement en revue les actions suivantes qui ont besoin d'être exécutées, mais aussi d’effectuer des revues hebdomadaires, véritablement ritualisées à dessein. Pendant celles-ci il s'agira d'effectuer le traitement du panier d'arrivée, d'identifier tout ce qui reste inachevé, de passer en revue toutes les actions suivantes et de s'assurer qu'elles restent bien alignées tant avec vos domaines de responsabilité et de focus actuels qu'avec vos objectifs et votre vision à plus long terme.Enfin, il s'agit de passer à l'action, car la finalité du système est d'accomplir les tâches qui ont besoin de l'être. La clé est qu'il s'agira souvent ici d'exécuter un travail prédéfini, tout en conservant assez de flexibilité pour être à même de répondre en souplesse à tout ce qui peut bien se présenter et requiert d'une attention immédiate.Si Getting Things Done permet de devenir plus productif, il ne s'agit surtout pas pour autant de simplement garder la tête dans le guidon, tout au contraire. La méthode comprend, en effet, une seconde dimension qui est trop souvent soit négligée, soit mal comprise, qui est très utile pour passer au niveau supérieur, c'est-à-dire, aller au-delà de la productivité et de tendre vers l'efficacité. Mettre les choses en perspective est tout à fait crucial pour cela. La méthode Getting Things Done comprend ainsi bien un second cadre, les six niveaux des horizons du focus. Il s'agit ici d'envisager votre travail de bas en haut, en commençant au niveau du sol, la piste de décollage, c'est-à-dire les prochaines actions que vous avez à accomplir, et de prendre ensuite progressivement de l'altitude jusqu'aux valeurs fondamentales qui guident votre vie à 50 0000 pieds, afin d'avoir une vue d'ensemble de ce que vous faîtes ou désirer accomplir dans le futur. Les six niveaux des horizons du focus comprennent ainsi:

• 50 000 pieds : le sens de votre vie
• 40 000 pieds : votre vision du succès à long terme (3-5 ans)
• 30 000 pieds : vos objectifs (1-2 ans)
• 20 000 pieds : vos domaines de responsabilités actuelles
• 10 000 pieds : vos projets actuels
• Piste de décollage : vos prochaines actions actuelles

Ces six niveaux vous permettent de dresser la carte des tâches que vous avez à accomplir maintenant afin de s'assurer de ce qu'elles sont bien alignées avec tout à la fois vos objectifs et votre vision pour le futur, et surtout de ce qu'elles s'accordent avec ce que vous considérez comme vos valeurs fondamentales dans le sens que vous entendez donner à votre vie.Pratiquer la méthode GTD a été ces huit dernières années incroyablement utile pour moi. J'aimerais toutefois dans mon prochain billet m'arrêter sur certains des problèmes récurrent auxquels j'ai été confronté dans le fonctionnement de mon système de productivité personnelle, avant d'examiner dans un dernier billet comment le Personal Kanban a pu me permettre de les surmonter et de faire passer ma mise en oeuvre de GTD au niveau supérieur.

What Was I Just Doing? Zeigarnik Forgetfulness

"What was I just doing?""What was I just talking about?"How many times have you been happily working away on something, creating value, just a wonderful productive piece of a great masterful universe then ... you are interrupted.A phone call, an email, someone nearby sneezes, your attention is diverted.Then ... what happened? What was I doing?This is the Zeigarnik effect in action. We were doing something normal, something not out-of-the-ordinary. And now we don't remember it.This is sometimes funny, usually frustrating, often embarrassing - even when no one is around to witness it.But this is a real problem. When people ask us "how long will this take?" we answer not realizing that all these little forgotten moments are in no way included in our response. Our estimate is based on the best of intentions and with all professionalism, but these become blind spots.There are a few easy ways to mitigate this.1. Track true completion times on your Personal Kanban. Include date / time started and date / time completed on your tickets. This will include interruptions.2. Estimate based on how long the project or task took to get from OPTIONS to DONE ... not how long the task itself took. A three hour task that takes you four days to complete is a four day task, not a three hour one.  (Is this a problem for budgeting? You bet it is.)3. Write down tasks that you don't realize you are doing. Sound crazy? Yes ... it is crazy. But we often catch ourselves doing things that aren't on our boards. We laugh it off, but these tasks are often autonomic - they're just things we do. We need to be mindful of them. 

Dream BIG...But Get Those Dreams in Writing

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Perchance to Dream?

No doubt you’ve seen evidence of its ascendance: the cottage industry that’s become a multi-billion dollar “motivational industrial complex” of sorts. Its rallying cry

If you think it, you can achieve it!

is plastered just about everywhere these days. From gilt-framed posters of eagles soaring high above alpine peaks, to bland, bald, and bare-footed Ziggy offering up a side of sentimentality with every calendar-month cartoon affirmation, to treacly-tidings engraved on necklaces and bracelets “Perfect for the graduate in your life,” all echo a variation of that familiar exhortation:

Dream the impossible dream!

However, simply dreaming the impossible dream can actually prove counter-productive, rendering many goals quixotic at best.

Ay! There’s the Rub!

The brain is a pattern-seeking, clarity-needing, ambiguity-hating energy hog. When it comes to actual goal achievement, it needs tangible, achievable steps it can carry out one after the other, in sequence. It likewise wants these steps to be innocuous enough that they don't trigger a fear response by engaging the amygdala - the brain's fight-or-flight mechanism. Science shows when goals are made concrete and then broken down into constituent parts that are actionable, the likelihood for success is significantly higher than if they simply remained a thought exercise.Merely fantasizing about a goal isn’t just de-motivating, it can lead us to self-sabotage. That’s because the brain has difficulty differentiating between projected success and success that has been realized. As such, it produces serotonin regardless. This “happiness molecule” tricks the brain into thinking it’s already achieved what is otherwise still an aspiration, thus preventing any impetus for follow-through.Holding big audacious life goals in our head, or even our daily honey-do list for that matter, consumes energy. It zaps our metabolism, draining us physically and emotionally. Writing down all the things we would like to accomplish not only helps us clarify them, reducing uncertainty and easing anxiety, it likewise holds us accountable and lightens our cognitive load. The subsequent dopamine release - the "motivation molecule" - assists with the momentum needed to see those tasks to fruition.

To Grunt and Sweat

So if it matters to you, and it needs to get done, put pen to paper. Not only will writing down goals help you clarify them, breaking them into actionable steps will help you make progress towards them. The act of seeing your progress will in turn trigger the reward response, incentivizing you towards completion.So the next time your inner bard contemplates whether 

To PK or not to PK?

remember, writing down your goals and decomposing them into actionable steps on your Personal Kanban is an essential part of the achievement process. The visual and kinesthetic feedback produced by completion is a reward in and of itself, creating a virtuous cycle in which confidence, motivation, and momentum can transform those seemingly impossible dreams into reality.

For more on how Personal Kanban can make your goals actionable and achievable, sign up for one of our

upcoming webinars,

or register for our

online clas

s.

* The author offers apologies to Cervantes, Shakespeare,

Peter O'Toole

 (whose voice she learned, was actually dubbed), and any Literature majors who might be reading this.

The Overhead of Overwork

Fibber McGee Kanban

In her post yesterday, Tonianne talked about Limiting Work-in-Progress to help achieve focus. We have to limit our WIP on purpose because we do not limit it naturally. We naturally assume too much work. We naturally overload ourselves.This means we naturally overload others as well.When we visualize our work, we quickly see that there is too much. Strangely enough, this is an issue of volume. It’s like pouring a glass of milk in the dark … you actually need to see your work to control it.This is Fibber McGee. He had a closet. It was filled with stuff. When he opened it, he was buried in stuff.I am Jim Benson, I have a small dead-end hallway in my house that has taken me literally six months to clean.  It was filled with stuff. Why? Because whenever I had stuff that I couldn’t put somewhere, I put it there.Gray Hill Solutions files, receipts, my 14,500 conference tote bags, letters from the 80s, photographs, books, etc. all piled into that closet.It was a bottomless pit, a convenient sinkhole until I needed something. Then it was six months of cleaning.That’s what we do to ourselves and the people who work for us. Because we can’t see our work, it’s like Fibber’s closet or my hallway. We just keep throwing stuff in there and not paying attention to it.In our work, we take on more and more because the task seems small and we don’t understand our actual capacity. We take on more and more because we can’t see we are already overloaded. One day, we burn out, we break down, we snap.What we don’t do is take a vacation.  Why would we … we’re “too busy.”Once we assume too much work, we are stuck in debt hole. We have to pay off the new work, plus the old work we haven’t yet completed … with interest. Interest comes in the form of finding time to work on things, missed sleep, making excuses, writing emails with new estimated completion times, spending HOURS scheduling a one hour meeting (because everyone else is overloaded as well).Much simpler to visualize our work, limit our work-in-progress, and have some sanity.To learn more about how visualizing your work and limiting your work in progress can help you gain focus and achieve more, register for Modus Institute’s latest online course: Personal Kanban.For more on hacking your brain to increase productivity and satisfaction at work, at home, and everywhere in between, sign up for the Modus Institute Newsletter. Brought to you by the creators of Personal Kanban.

How to Stay Focused In a World Full of Distractions

The vibration of your mobile phone calendar reminds you of your 11 am conference call. Dots flashing on your Fitbit guilting you to get in your steps at lunchtime. Aural and visual radiators on your desktop alerting you to additions to your inbox, changes made to Dropbox, and yet another message. 

Ubiquitous numerical displays incessantly signal friend requests, status changes, and other social media updates that, in both Pavlovian and FOMO fashion, condition you to keep myriad tabs open responding as they beckon. 

So what about that otherwise simple “five-minute memo” you sat down to compose almost an hour ago? Given all the distractions you’ve already had to contend with you’re now 47 minutes in and have but two intelligible lines are written.

A Word on Distractions

For better or for worse, our brains are hardwired to respond when something new is introduced into an otherwise stable environment. Optimized to minimize risk and maximize reward, the brain is primed to detect, remember, and ascertain what type of outcome the seemingly unfamiliar will provide.

It’s not simply technology that is responsible for our distractions. Human interruptions are also a factor, as are cognitive ones like lack of clarity, self-doubt, and fear, all of which can invite procrastination. 

There are likewise more stealthy interruptions - the “neural noise” we try but seldom succeed at suppressing: the aircon set too high or too low, the aroma of freshly-baked cinnamon buns beckoning from the break room, triggering a rumble in our stomach, stimulating our salivary glands, compelling us to drop what we are doing mid-task and tend to this newly-realized "need" at once. 

Any deviation in our environment or our expectation of something within our environment can compromise focus. To include noticing our colleague in the adjoining office now sports a fresh-coating of jet black hair where little - very little - existed yesterday. In and of itself, acknowledging and responding to the unfamiliar or unexpected is not necessarily a bad thing. 

After all, exploration of the new is how we learn and, perhaps more importantly, how we were able to survive as a species. Detecting an atypical smell, a sudden rustle of leaves, or the slinking of a shadow where one previously did not exist kept prehistoric man from succumbing to his predators. What does prove problematic about novelty in the context of knowledge work is when it compels us to shift our attention mid-task, naively anticipating a smooth return to the task we first shifted our attention from.

Context Switching

We live in an era where wending our way through the daily deluge of digital distractions has become synonymous with how knowledge workers function. When pulses, pings and pop-ups jockey for our attention and task-switching (also known as context-switching) typifies the way we’ve come to work, it’s a wonder our already drunk-monkey minds are capable of completing any of the things we’ve begun. Let alone complete them thoughtfully, and with quality. 

We have a tendency to shift from one unfinished task to another without any correlation between them. Spilling your attention all over the place and calling it multitasking neither works for you, nor for your team’s efficiency. The problem with context switching at work is that we are unable to stay focused on a particular task entirely. In addition to that, it reflects on our performance and overall productivity. 

Task-switching begets more task-switching - not completion. This is often attributed to “the Zeigarnik Effect. A phenomenon in which information and tasks left incomplete don’t leave our minds. Instead, we dwell on those incomplete tasks, and those intrusive thoughts render us vulnerable to distractions. 

The energy that consumes - the metabolism task-switching requires - drains our cognitive capacity, causing frustration, burnout, impeding focus, and inviting error and rework, preventing us from realizing our optimal potential. When we task-switch we break our flow state. And you can’t achieve flow without a healthy constraint.

Now, where was I? Anyone who has found themselves asking this question while reading the same page over and over upon returning from a distraction knows there is seldom a seamless transition when shifting gears, especially when dealing with high-cognitive tasks that are dissimilar in size and/or type. 

As is evidenced by the proliferation of scholarship in cognitive science, neuro performance, and the growing sub-field of “interruption science,” task-switching has reached epic proportions in the 21st Century workplace, the negative effects of which can not be overstated. Unfortunately, the impacts of this executive function are often underestimated. It’s like my grandmother used to say: “Just because you can do it, doesn’t mean you should do it.”

In an ideal world there won’t be any task-switching but here in reality it is inevitable. Also, it is harmful to our concentration. With that being said, you need to evaluate when you tend to switch context and look for opportunities to reduce it by sorting your priorities.

The Science behind Instant Gratification

Instant gratification refers to receiving less but immediate benefits instead of waiting for better ones in the future. We live in times when we can get almost everything we want anytime and anywhere we want it. As a result, we become more impatient and distracted. Moreover, our ability to stay focused on a big project in the long term is doomed. 

A great example of instant and delayed gratification is the well-known Marshmallow Experiment. In the 1960s the psychologist Walter Mischel conducted a study on childhood self-control. He gave the children a choice - eat one marshmallow now or wait and get two later. Turns out more kids than adults can resist the instant gratification urge. In a follow-up study, it is reported that the children who waited for the second marshmallow had better self-control when they became adults.

Self-control is a very powerful source that can take your productivity and performance far. To stay focused on what’s important, you need to look at the big picture. Most important, be aware of your urges to instant gratitude. You can train your brain by purposely delaying acting on them. 

Hack Your Brain & Stay Focused

When it comes to optimal processing speed, the brain processes high-cognitive tasks sequentially - one thing at a time, one after the other - rather than in parallel. When there is a disruption in that workflow, we incur not just a carry-over cost from the first task, but a ramp-up cost for the second. The more complex the task, the more our cognitive ability is degraded, the more processing speed and quality we sacrifice in the shift, setting off a cycle that is nothing if not vicious.

Enter Personal Kanban

Limiting WIP

Limiting work in process (WIP), the second of Personal Kanban’s two rules, enables the flow-state we mentioned. Work in process, also known as work in progress, is the amount of work we have ongoing at the moment. When we don’t limit our WIP we are more susceptible to the immediate gratification we get from responding to a distraction. 

WIP limits encourage you to stay focused on a single task and complete it more efficiently. In addition to that, it can help you identify bottlenecks. Limiting WIP reflects on the quality of your work performance. 

In the absence of Personal Kanban's first rule visualize your work, the penalty for taking on that new task without completing tasks already in flight is never made explicit, and so we continue to overtax our “system of production,” our brains. 

Visualize Your Work

Visualizing work and limiting WIP compels us to stay focused on and complete our priorities, and complete them with quality. And that completion comes with its own reward. The brain thrives on completion; accomplishing a goal literally feels good. 

“If you can’t see it, you can’t manage it.” Visualization helps us to better understand the workflow and manage it effectively. A Kanban board gives you a visual representation of your tasks and their status. It helps you stay focused on the current workload. In addition, you can spot potential issues in your process and prevent them in the future.

Final Thoughts

A study posits that a chemical reaction in the brain occurs when we so much as say the word “done” upon completing a task, no matter the task’s size. When we achieve a goal or overcome a challenge, dopamine - the neurotransmitter that regulates the brain's pleasure center - is triggered, leaving us calm, confident, and focused. And let's face it - those feelings can be addictive. We are then primed for another "hit" of dopamine, inclined to repeat the behavior that triggered the dopamine reward in the first place and so anticipating the pleasure that comes with completion sets into motion a virtuous cycle. 

To be sure, interruptions are the nature of the beast when it comes to knowledge work because the “gemba” - the metaphorical workshop where we create value - is in our heads.

So the next time you need to drown out the cacophony of social and aural and visual and neural noise from your colleagues and your phones and your monkey minds simply to get that five-minute memo off your plate, remember how a boost of dopamine dulls the allure of even the shiniest of squirrels.

Say goodbye to poor planning and interruptions. Get Modus Institute’s Platinum Subscription and learn how to visualize, prioritize and stay focused on your workload.