In Chapter 13 David talks about outcome focusing. David talks about how everything is connected. He says you can’t really define the right action until you know the outcome, and…

In Chapter 12 David talks about how he would like to make “What’s the next action?” part of the global thought process. He believes if organizations truly adopted a “What’s…

In the final three chapters, David provides an accounting of his experience, over the last twenty years, of the subtler and often more profound effects that come from implementing these…

In Chapter 10 David talks about the vertical project level. He says that virtually all of us could be doing more planning, more informally and more often, about our projects…

Chapter 9 is all about helping us determine what to do next at any given point. He believes what is really comes down to is trust. That trust may be…

I thought the first sentence of Chapter 8 was important. The purpose of this whole method of workflow management is not to let your brain become lax, but rather to…

Chapter 7 discusses the necessity to have airtight organization for your focus to remain on the broader horizon. There are seven primary types of things that must be kept track…