Free Getting Things Done by David Allen Page B

such as why the project is being done in the first place. Or they don’t allow adequate time for brainstorming, the development of a bunch of ideas nobody’s ever thought about that would make the project more interesting, more profitable, or just more fun. And finally, very few such meetings bring to bear sufficient rigor in determining action steps and accountabilities for the various aspects of a project plan.
    The good news is, there is a productive way to think about projects, situations, and topics that creates maximum value with minimal expenditure of time and effort. It happens to be the way we naturally think and plan, though not necessarily the way we normally plan when we consciously try to get a project under control. In my experience, when people do more planning, more informally and naturally, they relieve a great deal of stress and obtain better results.

The Natural Planning Model
    You’re already familiar with the most brilliant and creative planner in the world: your brain. You yourself are actually a planning machine. You’re planning when you get dressed, eat lunch, go to the store, or simply talk. Although the process may seem somewhat random, a quite complex series of steps in fact has to occur before your brain can make anything happen physically. Your mind goes through five steps to accomplish virtually any task:
    The most experienced planner in the world is your brain.
    1. | Defining purpose and principles
    2. | Outcome visioning
    3. | Brainstorming
    4. | Organizing
    5. | Identifying next actions
A Simple Example: Planning Dinner Out
    The last time you went out to dinner, what initially caused you to think about doing it? It could have been any number of things—the desire to satisfy hunger, socialize with friends, celebrate a special occasion, sign a business deal, or develop a romance. As soon as any of these turned into a real inclination that you wanted to move on, you started planning. Your intention was your purpose , and it automatically triggered your internal planning process. Your principles created the boundaries of your plan. You probably didn’t consciously think about your principles regarding going out to dinner, but you thought within them: standards of food and service, affordability, convenience, and comfort all may have played a part. In any case, your purpose and principles were the defining impetus and boundaries of your planning.
    Once you decided to fulfill your purpose, what were your first substantive thoughts? Probably not “point II.A.3.b. in plan.” Your first ideas were more likely things like “Italian food at Giovanni’s,” or “Sitting at a sidewalk table at the Bistro Café.” You probably also imagined some positive picture of what you might experience or how the evening would turn out—maybe the people involved, the atmosphere, and/or the outcome. That was your outcome visioning . Whereas your purpose was the why of your going out to dinner, your vision was an image of the what —of the physical world’s looking, sounding, and feeling the ways that best fulfilled your purpose.
    Once you’d identified with your vision, what did your mind naturally begin doing? What did it start to think about? “What time should we go?” “Is it open tonight?” “Will it be crowded?” “What’s the weather like?” “Should we change clothes?” “Is there gas in the car?” “How hungry are we?” That was brainstorming . Those questions were part of the naturally creative process that happens once you commit to some outcome that hasn’t happened yet. Your brain noticed a gap between what you were looking toward and where you actually were at the time, and it began to resolve that “cognitive dissonance” by trying to fill in the blanks. This is the beginning of the “how” phase of natural planning. But it did the thinking in a somewhat random and ad hoc fashion. Lots of different aspects of going to dinner just occurred to you. You almost certainly