The boon of GTD is that it stops us from being overwhelmed even though lots of things keep coming at us. The system can withstand a lot of onslaught. But that is also its curse. Our ability to do everything that comes our way stops us from doing things that we are really good at. We are so busy juggling the balls (and the good feeling that we get as a result) thrown at us that we forget that these are not the balls that we should be juggling - if juggling at all. Things similar to this have been raised on many occasions - for that matter even the GTD workflow chart whether an item is actionable or not?
But I think it is very critical that we examine the various projects that we have committed to, various next actions that we have to do and ask whether these really need to be done? This requires considerable discipline and rigor.
In GTD terminology it is probably a 30k-40k feet stuff.
I was able to cut down on some projects when I asked these questions and that generated a lot of spare time. And, of course, with the spare time I was able to give a serious thrust in the areas on which concentrating things which mean much more to me.
Actually the 'stop doing' list was inspired by the book Good to Great by Jim Collins - a great book and a must-read if you own a business.
In the book the author says that it is important that a company not only have a to-do list but equally important it should have a stop doing list which will free resources which in turn can be diverted in doing things which will make a company great.
Do you have a 'Stop Doing' list?