Fluid Project and Someday/Maybe Lists Reduce Stress

This conversation between John Forester and Anna Maria Gonzalez on the "Getting Things Done" podcast, "Ep. 350: Someday Maybe Lists," reveals a subtle but critical distinction in productivity systems: the dynamic relationship between "Projects" and "Someday/Maybe" lists. The non-obvious implication is that a rigid adherence to definitions can create unnecessary stress, while a fluid approach, treating these lists as interconnected tools for mental clarity, offers significant downstream benefits. This analysis is crucial for anyone feeling overwhelmed by their task list or struggling to prioritize potential future endeavors. By understanding how to strategically manage these lists, individuals can gain a powerful advantage in maintaining focus, reducing ambient stress, and fostering a more agile approach to their commitments.

The Project Definition: A Trojan Horse for Stress

The core of Forester's argument hinges on the broad definition of a "project" in the Getting Things Done (GTD) methodology: any multi-step outcome achievable within a year. While seemingly straightforward, this definition, when rigidly applied, can become a source of significant mental overhead. The immediate benefit is clear: capturing commitments ensures they don't get lost. However, the hidden consequence is that this broad capture can inflate the "Projects" list to unmanageable sizes, creating a constant, low-grade stress. Forester highlights that the true purpose of this broad definition isn't just capture, but to serve as an "external anchor that you trust" and a "placeholder or bookmark." Without this anchor, uncaptured outcomes "will distract you and it's going to most likely redirect you, which is even more dangerous." The arbitrary one-year timeframe is directly tied to the necessity of weekly review; anything within this scope requires such attention to prevent "ambient stress."

"So the idea here is that you want to make sure you always have an external anchor that you trust, a place where you're writing these reminders that you come and review on a regular basis, because if not, it's definitely, trust me here, it's going to distract you and it's going to most likely redirect you, which is even more dangerous, before you finish it."

-- John Forester

This reveals a systemic issue: the very tool designed for clarity can, if misapplied, create opacity. The danger lies not in the existence of the list, but in its potential to become a repository of items that demand attention without a clear path forward, or items that are better suited for a different category. The "self-evident" nature of some outcomes, like "Pick up Dad at the airport," is contrasted with tasks that require more planning, like "Prepare for that visit." This distinction is critical: not every multi-step outcome warrants a place on the active "Projects" list if its execution is obvious or calendared. The downstream effect of overstuffing the projects list is a loss of focus and an increase in ambient stress, precisely what GTD aims to alleviate.

Someday/Maybe: The Unsung Hero of Mental Bandwidth

The "Someday/Maybe" list emerges not just as a holding pen for aspirational items, but as a crucial mechanism for relieving "unneeded pressure." The initial reactions from participants, describing it as a "graveyard" or "not my, not right now list," underscore a common perception of it as a place for abandoned ideas. However, Forester reframes it as an "excellent category to relieve unneeded pressure" and a "guilt-free list." The strategic advantage of this list lies in its ability to offload items from the "Projects" list that are not currently actionable or committed to. This directly addresses the problem of an inflated projects list, making it "lower the weight of your projects list." The implication is that by consciously moving items from "Projects" to "Someday/Maybe," individuals can reclaim mental bandwidth, reduce perceived obligations, and foster a sense of control.

"Truth is that the someday/maybe category honestly is one of the best categories to relieve unneeded pressure. So keep that in mind."

-- John Forester

The fluidity between these lists is key. Forester emphasizes that "you can move anything around, it's completely fine." This adaptability is where the long-term advantage is found. By regularly assessing "Someday/Maybe" items during weekly reviews, individuals can identify when an idea has matured into a viable project, or conversely, when a project is no longer relevant and can be demoted. This constant re-evaluation prevents stagnation and ensures that the "Projects" list remains a dynamic, actionable inventory, rather than a static monument to past intentions. The failure of conventional wisdom here is treating these lists as separate, immutable entities, rather than as interconnected components of a larger system for managing commitments.

Mining for Projects: Uncovering Hidden Commitments

The conversation then delves into "mining for projects," identifying areas where real but uncaptured projects hide. This section highlights the systemic nature of commitment management. Forester breaks these down into "Current Activities," "Higher Horizons," and "The Others." "Current Activities" involve scanning existing inputs like calendars, next actions lists, and even physical spaces for projects that have been missed. This is the most immediate layer, addressing the low-hanging fruit of incomplete capture. "Higher Horizons," particularly "areas of focus and accountability," represent a more strategic level. Here, projects are identified not just from existing tasks, but from a review of one's broader goals and responsibilities. This requires a proactive, forward-looking approach, where projects are generated by assessing progress against vision, not just reacting to immediate demands.

The most fascinating, and perhaps most consequential, area is "The Others." This category encompasses subtle but attention-grabbing items like problems, issues, creative opportunities, and process improvements. The example of a problem with a coworker, even without an immediate solution, can be turned into a project like "Look into how to resolve my differences with John." This act of clarification itself releases pressure. The downstream effect of engaging with "The Others" is twofold: it addresses simmering issues that create ambient stress, and it proactively identifies opportunities for improvement that can lead to significant long-term gains in efficiency and well-being. The conventional approach often ignores these subtle pressures, but Forester argues that identifying and framing them as projects (even with "look into" verbs) is a powerful way to gain control and move forward, preventing them from becoming persistent drains on mental energy.

"So the idea here is that in a moment I'm just going to have you explore. Again, this is not meant to be a black or white or, you know, the answer to this, none of the above, but more my hope is to help you start seeing where these projects or even someday/maybes may be hiding."

-- John Forester

The ultimate value of a complete projects list, as Forester summarizes, lies in "control and focus, perspective, relationship management, and it's the core map of the weekly review." By understanding the dynamic interplay between projects and someday/maybe items, and by actively mining for new projects, individuals can build a robust system that not only manages current tasks but also fosters strategic thinking and reduces the pervasive stress of unmanaged commitments.

Key Action Items

• Immediate Action (Within the next week):
  • Review your current "Projects" list. For each item, ask: "Is this a multi-step outcome achievable within a year?" If not, consider moving it to "Someday/Maybe."
  • Identify 1-2 items on your "Projects" list that are "self-evident" or have a clear calendar reminder. Move these off your active "Projects" list.
  • Dedicate 15 minutes to scanning your "Current Activities" (calendar, inbox, notes) for any missed projects and add them to your list.
  • Create a dedicated "Someday/Maybe" list if you don't have one, or organize your existing one.
• Short-Term Investment (Next 1-3 months):
  • Allocate 30 minutes during your next weekly review to actively "mine for projects" by exploring "Higher Horizons" (areas of focus) and "The Others" (problems, opportunities, process improvements).
  • For any identified problems or issues, practice framing them as a "look into" or "research" project on your projects list, even if the solution isn't clear yet.
  • Experiment with moving 3-5 items from your "Someday/Maybe" list back to your "Projects" list if they have become more actionable or committed.
• Longer-Term Investment (6-12 months):
  • Develop a habit of regularly reviewing your "Someday/Maybe" list (e.g., quarterly) to identify potential new projects that have matured.
  • Use the insights gained from managing your projects and someday/maybe lists to inform your strategic planning and goal setting, recognizing how these lists provide "control and focus" and "perspective."
  • This practice of fluid list management pays off in 12-18 months by significantly reducing ambient stress and increasing your capacity for focused, high-value work.