Deep Work PDF Book by Cal Newport


Click here to Download Deep Work PDF Book by Cal Newport having PDF Size 2 MB and No of Pages 190.

The ace programmer David Heinemeier Hansson provides an example of the second group that Brynjolfsson and McAfee predict will thrive in our new economy: “superstars.” High-speed data networks and collaboration tools like e-mail and virtual meeting software have destroyed regionalism in many sectors of knowledge work.

Deep Work PDF Book by Cal Newport

Name of Book Deep Work
Author Cal Newport
PDF Size 2 MB
No of Pages 190
Language English
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 About  Book – Deep Work PDF Book Download by Cal Newport

It no longer makes sense, for example, to hire a full-time programmer, put aside office space, and pay benefits, when you can instead pay one of the world’s best programmers, like Hansson, for just enough time to complete the project at hand. In this scenario, you’ll probably get a better result for less money, while Hansson can service many more clients per year, and will therefore also end up better off.

The fact that Hansson might be working remotely from Marbella, Spain, while your office is in Des Moines, Iowa, doesn’t matter to your company, as advances in communication and collaboration technology make the process near seamless. (This reality does matter, however, to the less-skilled local programmers living in Des Moines and in need of a steady paycheck.)

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This same trend holds for the growing number of fields where technology makes productive remote work possible— consulting, marketing, writing, design, and so on. Deep Work PDF Book Download Once the talent market is made universally accessible, those at the peak of the market thrive while the rest suffer. In a seminal 1981 paper, the economist Sherwin Rosen worked out the mathematics behind these “winner-take-all” markets.

One of his key insights was to explicitly model talent—labeled, innocuously, with the variable q in his formulas—as a factor with “imperfect substitution,” which Rosen explains as follows: “Hearing a succession of mediocre singers does not add up to a single outstanding performance.”

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In other words, talent is not a commodity you can buy in bulk and combine to reach the needed levels: There’s a premium to being the best. Therefore, if you’re in a marketplace where the consumer has access to all performers, and everyone’s q value is clear, the consumer will choose the very best.

Even if the talent advantage of the best is small compared to the next rung down on the skill ladder, the superstars still win the bulk of the market. Deep Work PDF Book Download In the 1980s, when Rosen studied this effect, he focused on examples like movie stars and musicians, where there existed clear markets, such as music stores and movie theaters, where an audience has access to different performers and can accurately approximate their talent before making a purchasing decision.

The rapid rise of communication and collaboration technologies has transformed many other formerly local markets into a similarly universal bazaar. The small company looking for a computer programmer or public relations consultant now has access to an international marketplace of talent in the same way that the advent of the record store allowed the small-town music fan to bypass local musicians to buy albums from the world’s best bands.

The superstar effect, in other words, has a broader application today than Rosen could have predicted thirty years ago. An increasing number of individuals in our economy are now competing with the rock stars of their sectors. Let’s pull together the threads spun so far: Current economic thinking, as I’ve surveyed, argues that the unprecedented growth and impact of technology are creating a massive restructuring of our economy.

In this new economy, three groups will have a particular advantage: those who can work well and creatively with intelligent machines, those who are the best at what they do, and those with access to capital. Deep Work PDF Book To be clear, this Great Restructuring identified by economists like Brynjolfsson, McAfee, and Cowen is not the only economic trend of importance at the moment, and the three groups mentioned previously are not the only groups who will do well, but what’s important for this book’s argument is that these trends, even if not alone, are important, and these groups, even if they are not the only such groups, will thrive.

If you can join any of these groups, therefore, you’ll do well. If you cannot, you might still do well, but your position is more precarious. The question we must now face is the obvious one: How does one join these winners? At the risk of quelling your rising enthusiasm, I should first confess that I have no secret for quickly amassing capital and becoming the next John Doerr. (If I had such secrets, it’s unlikely I’d share them in a book.)

The other two winning groups, however, are accessible. How to access them is the goal we tackle next. This ability to learn hard things quickly, of course, isn’t just necessary for working well with intelligent machines; it also plays a key role in the attempt to become a superstar in just about any field—even those that have little to do with technology.

To become a world-class yoga instructor, for example, requires that you master an increasingly complex set of physical skills. Deep Work PDF Book To excel in a particular area of medicine, to give another example, requires that you be able to quickly master the latest research on relevant procedures. To summarize these observations more succinctly: If you can’t learn, you can’t thrive.

Now consider the second core ability from the list shown earlier: producing at an elite level. If you want to become a superstar, mastering the relevant skills is necessary, but not sufficient. You must then transform that latent potential into tangible results that people value. Many developers, for example, can program computers well, but David Hansson, our example superstar from earlier, leveraged this ability to produce Ruby on Rails, the project that made his reputation.

Ruby on Rails required Hansson to push his current skills to their limit and produce unambiguously valuable and concrete results. This ability to produce also applies to those looking to master intelligent machines. Deep Work PDF Book It wasn’t enough for Nate Silver to learn how to manipulate large data sets and run statistical analyses; he needed to then show that he could use this skill to tease information from these machines that a large audience cared about.

Silver worked with many stats geeks during his days at Baseball Prospectus, but it was Silver alone who put in the effort to adapt these skills to the new and more lucrative territory of election forecasting. This provides another general observation for joining the ranks of winners in our economy: If you don’t produce, you won’t thrive—no matter how skilled or talented you are.

Soon after meeting Grant, my own academic career on my mind, I couldn’t help but ask him about his productivity. Fortunately for me, he was happy to share his thoughts on the subject. Deep Work PDF It turns out that Grant thinks a lot about the mechanics of producing at an elite level. He sent me, for example, a collection of PowerPoint slides from a workshop he attended with several other professors in his field.

The event was focused on data-driven observations about how to produce academic work at an optimum rate. These slides included detailed pie charts of time allocation per season, a flowchart capturing relationship development with co-authors, and a suggested reading list with more than twenty titles.

These business professors do not live the cliché of the absentminded academic lost in books and occasionally stumbling on a big idea. They see productivity as a scientific problem to systematically solve—a goal Adam Grant seems to have achieved. Though Grant’s productivity depends on many factors, there’s one idea in particular that seems central to his method: the batching of hard but important intellectual work into long, uninterrupted stretches. Grant performs this batching at multiple levels.

Within the year, he stacks his teaching into the fall semester, during which he can turn all of his attention to teaching well and being available to his students. Deep Work PDF (This method seems to work, as Grant is currently the highest-rated teacher at Wharton and the winner of multiple teaching awards.) By batching his teaching in the fall, Grant can then turn his attention fully to research in the spring and summer, and tackle this work with less distraction.

To return to our question about why cultures of connectivity persist, the answer, according to our principle, is because it’s easier. There are at least two big reasons why this is true. The first concerns responsiveness to your needs. If you work in an environment where you can get an answer to a question or a specific piece of information immediately when the need arises, this makes your life easier—at least, in the moment.

If you couldn’t count on this quick response time you’d instead have to do more advance planning for your work, be more organized, and be prepared to put things aside for a while and turn your attention elsewhere while waiting for what you requested. All of this would make the day to day of your working life harder (even if it produced more satisfaction and a better outcome in the long term).

The rise of professional instant messaging, mentioned earlier in this chapter, can be seen as this mind-set pushed toward an extreme. Deep Work PDF If receiving an e-mail reply within an hour makes your day easier, then getting an answer via instant message in under a minute would improve this gain by an order of magnitude.

The second reason that a culture of connectivity makes life easier is that it creates an environment where it becomes acceptable to run your day out of your inbox— responding to the latest missive with alacrity while others pile up behind it, all the while feeling satisfyingly productive (more on this soon). If e-mail were to move to the periphery of your workday, you’d be required to deploy a more thoughtful approach to figuring out what you should be working on and for how long.

This type of planning is hard. Consider, for example, David Allen’s Getting Things Done task management methodology, which is a well-respected system for intelligently managing competing workplace obligations. This system proposes a fifteen-element flowchart for making a decision on what to do next! It’s significantly easier to simply chime in on the latest cc’d e-mail thread.

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