Close open loops

Tasks left undone, observations left unrecorded, replies yet to be written—these swirl about our minds, as if we’re rehearsing them over and over again to make sure they’re not forgotten. To get rid of this nagging and create a “mind like water” (to use the term in Allen, 2015), build systems to reliably close these open loops.

For instance: for operational to-dos, this means (Allen, 2015):

1. You should be able to record a task anywhere
2. You regularly drain tasks from this list
3. You regularly delegate, refactor, or delete tasks which you can’t prioritize

Taken together, these properties ensure that when you record a task, you can stop thinking about it. Ubiquitous capture isn’t enough, as most to-do systems demonstrate. If you don’t regularly review your task list and decide to delete or re-strategize lingering tasks, you won’t be able to trust that you’ll follow up on tasks you record.

See also A reading inbox to capture possibly-useful references.

References

Allen, D. (2015). Getting Things Done: The Art of Stress-Free Productivity.

Inboxes only work if you trust how they’re drained

Reliable inboxes are powerful because they let us Close open loops and focus on the work itself, rather than on meta-work.

But this story seems to recur constantly:

1. You set up a new to-do list. Everything seems so promising!
2. You add stuff to it and check things off. Time passes.
3. Something comes up, and you hesitate before adding it to your to-do list: it might get lost, and you need to make sure it gets done.
4. So you make a sticky note for this special to-do, outside of your to-do list.
5. The sticky notes multiply. Now you have a new to-do list!
6. Repeat.

Inboxes only let us Close open loops if they’re reliable—that is, if you can add something to it with total confidence that it’ll get “handled” in some reasonable timeframe. “Handled” is fuzzy: you just need to feel that the fate of those items roughly reflects your true preferences. You’ll trust an inbox system which ends up dropping 90% of items if the other 10% were the only ones you really cared about. You won’t trust an inbox system in which 90% of tasks get done, but the 10% which don’t get done are the ones you really cared about.

In efficient inboxes, it may be easy to maintain this kind of confidence: the departure naturally rate exceeds the arrival rate. But most knowledge worker inboxes don’t look like this. The rates are highly variable, which creates bottlenecks. Not every item actually needs to get handled, but people are over-optimistic, so items accrue in a backlog.

Sometimes we can decrease the arrival rate; see e.g. Beware automatic import into the reading inbox. Usually we must also increase the departure rate, which is hard; see e.g. Triage strategies for maintaining inboxes (e.g. Inbox Zero) are often too brittle.

References

Matuschak, A. (2019, December). Taking knowledge work seriously. Presented at the Stripe Convergence, San Francisco.