design-weekly-review

name	design-weekly-review
description	Use when closing out a work week to clear cognitive load, review progress, and prepare the next week for intentional execution
source	David Allen, "Getting Things Done" (2001); adopted at Google, LinkedIn, top consulting firms
tags	["goals","weekly-review","gtd","planning","reflection","system-maintenance"]
related	["apply-time-log-audit"]
verified	true

Design Weekly Review

Conduct a structured 60–90 minute review every week: clear all inboxes, review active projects, capture next actions, and set priorities for the coming week.

Why This Is Best Practice

Adopted by: GTD-certified coaches, Google SRE teams, McKinsey consultants, executive coaches at top MBA programs Impact: Allen: the weekly review is the "master key" of GTD — without it, the system collapses within days as inboxes overflow, projects stall without next actions, and the mind re-absorbs the cognitive load the system was meant to carry

Why best: The brain cannot distinguish between a commitment you've captured in a trusted system and one you're holding in memory. The weekly review is the trust-restoring ritual: it proves to your subconscious that nothing has fallen through the cracks, enabling genuine cognitive rest and attention during focused work. Skipping it for two weeks reliably causes system abandonment.

Steps

1. Collect all loose papers and notes — Physical desk, pockets, bags, whiteboards; route everything to the inbox
2. Process inbox to zero — Apply the two-minute rule and clarify next actions for every item; no item leaves the inbox unclassified
3. Review the active project list — For every active project, confirm at least one next action is captured on a context list; stalled projects need a decision
4. Review the calendar — Look back two weeks (capture anything missed or unresolved) and forward two weeks (prepare for upcoming commitments)
5. Capture new next actions — Anything that surfaced during review with a defined physical next step goes on the appropriate context list
6. Review someday/maybe list — Promote items that are now relevant; archive items that are no longer interesting
7. Set top 3 priorities for the coming week — Write three outcomes (not tasks) that would make next week a success; these anchor the week's block plan

Rules

• Schedule the weekly review as a recurring calendar appointment — it must be non-negotiable, not fit in when convenient
• Do not skip two consecutive reviews — one missed review is recoverable; two creates a backlog that makes re-entry feel impossible
• "Inbox zero" means processed, not replied to — classify everything; replies are next actions on a list
• The someday/maybe review takes no more than 5 minutes — read fast, decide fast, do not re-read old items in full
• The three weekly priorities must be outcomes ("proposal delivered to client"), not activities ("work on proposal")

Examples

Good weekly review output: All inboxes empty; every project has at least one next action; calendar conflicts for next week resolved; three written priorities for the week.

Bad weekly review: Scanning the inbox, replying to three emails, closing the laptop — this is email processing, not a system review.

Three priority format: (1) Ship authentication feature to staging. (2) Deliver performance review drafts to HR. (3) Complete literature review for research proposal.

Common Mistakes

• Treating it as email catch-up — Email is one inbox; the review covers projects, calendar, someday/maybe, and all physical inboxes
• Skipping the project review — Without it, projects stall silently; you only discover the stall when a deadline arrives
• Setting tasks not outcomes as weekly priorities — "Write 500 words" is an activity; "complete draft introduction" is an outcome — outcomes survive schedule disruption, tasks don't
• Doing the review on Monday morning — Starting the week with a 90-minute review delays execution; Friday afternoon preserves the weekend for genuine rest