Deep Work_ Rules for focused success in a distracted world ( PDFDrive.com )

Recommendations

Info

hours in semiconscious and unstructured Web surfing. To summarize, if you want to eliminate the addictive pull of entertainment sites on your time and attention, give your brain a quality alternative. Not only will this preserve your ability to resist distraction and concentrate, but you might even fulfill Arnold Bennett’s ambitious goal of experiencing, perhaps for the first time, what it means to live, and not just exist.
Rule #4 Drain the Shallows In the summer of 2007, the software company 37signals (now called Basecamp) launched an experiment: They shortened their workweek from five days to four. Their employees seemed to accomplish the same amount of work with one less day, so they made this change permanent: Every year, from May through October, 37signals employees work only Monday to Thursday (with the exception of customer support, which still operates the full week). As company cofounder Jason Fried quipped in a blog post about the decision: “People should enjoy the weather in the summer.” It didn’t take long before the grumbles began in the business press. A few months after Fried announced his company’s decision to make four-day weeks permanent, journalist Tara Weiss wrote a critical piece for Forbes titled “Why a Four-Day Work Week Doesn’t Work.” She summarized her problem with this strategy as follows: Packing 40 hours into four days isn’t necessarily an efficient way to work. Many people find that eight hours are tough enough; requiring them to stay for an extra two could cause morale and productivity to decrease. Fried was quick to respond. In a blog post titled “Forbes Misses the Point of the 4- Day Work Week,” he begins by agreeing with Weiss’s premise that it would be stressful for employees to cram forty hours of effort into four days. But, as he clarifies, that’s not what he’s suggesting. “The point of the 4-day work week is about doing less work,” he writes. “It’s not about four 10-hour days… it’s about four normalish 8-hour days.” This might seem confusing at first. Fried earlier claimed that his employees get just as much done in four days as in five days. Now, however, he’s claiming that his employees are working fewer hours. How can both be true? The difference, it turns out, concerns the role of shallow work. As Fried expands: Very few people work even 8 hours a day. You’re lucky if you get a few good hours in between all the meetings, interruptions, web surfing, office politics, and personal business that permeate the typical workday.
Page 3 and 4:
Begin Reading Table of Contents New
Page 5 and 6:
Carl Jung went on to become one of
Page 7 and 8:
workers are not loafing. In fact, t
Page 9 and 10:
had a plan, but they weren’t happ
Page 11 and 12:
your situation has become similar t
Page 13 and 14:
wife and two sons in the evenings,
Page 15 and 16:
Chapter One Deep Work Is Valuable A
Page 17 and 18:
workers. Advances such as robotics
Page 19 and 20:
employing only thirteen people. Whe
Page 21 and 22:
And because these technologies chan
Page 23 and 24:
how easy this is for me!?” Matt D
Page 25 and 26:
Soon after meeting Grant, my own ac
Page 27 and 28:
subjects working on a set of word p
Page 29 and 30:
company (two companies, in fact). I
Page 31 and 32:
Chapter Two Deep Work Is Rare In 20
Page 33 and 34:
in the frothy back-and-forth of onl
Page 35 and 36:
nevertheless flourish in our busine
Page 37 and 38:
one of many examples of business be
Page 39 and 40:
concrete sense of accomplishment he
Page 41 and 42:
cultivate important sources, pull t
Page 43 and 44:
not be surprised that deep work str
Page 45 and 46:
At one point about halfway through
Page 47 and 48:
experience. This concept upends the
Page 49 and 50:
• Re: Fwd: Study Hacks. This e-ma
Page 51 and 52:
hammock. But the results from Csiks
Page 53 and 54:
they use as an organizing example a
Page 55 and 56:
The second key observation about th
Page 57 and 58:
Rule #1 Work Deeply Soon after I me
Page 59 and 60:
distractions.) Before proceeding to
Page 61 and 62:
his website: “What I do takes lon
Page 63 and 64:
here succinctly: All of my time and
Page 65 and 66:
At the same time, the bimodal philo
Page 67 and 68:
Chappell began by attempting a vagu
Page 69 and 70:
Isaacson was methodic: Any time he
Page 71 and 72:
In a New York Times column on the t
Page 73 and 74:
tower. It’s also located only a c
Page 75 and 76: Don’t Work Alone The relationship
Page 77 and 78: the construction of a new home for
Page 79 and 80: y side, pushing each other toward b
Page 81 and 82: Discipline #1: Focus on the Wildly
Page 83 and 84: tangible results. Second, it helped
Page 85 and 86: This strategy argues that you shoul
Page 87 and 88: This study, it turns out, is one of
Page 89 and 90: capacity during your workday. It fo
Page 91 and 92: Shutdown rituals can become annoyin
Page 93 and 94: exceptionally well educated when he
Page 95 and 96: task. Before diving into the detail
Page 97 and 98: Point #2: Regardless of how you sch
Page 99 and 100: the Adirondacks, in the summer afte
Page 101 and 102: Massachusetts Avenue Bridge. After
Page 103 and 104: actual variables, or assumptions, o
Page 105 and 106: would likely be surprisingly numero
Page 107 and 108: Rule #3 Quit Social Media In 2013,
Page 109 and 110: understand the current default deci
Page 111 and 112: away from traditional monoculture c
Page 113 and 114: asks that you give any particular n
Page 115 and 116: too general (what does it look like
Page 117 and 118: important to me (e.g., a long talk,
Page 119 and 120: impact activities, therefore, you
Page 121 and 122: personalized information arriving o
Page 123 and 124: you sample life without them. Don
Page 125: quick click away. Fortunately, Arno
Page 129 and 130: 37signals’ experiments highlight
Page 131 and 132: stubbornly remain. In a Wall Street
Page 133 and 134: unning smoothly. Before leaving you
Page 135 and 136: decisions about where given work ta
Page 137 and 138: and this is the important part—tr
Page 139 and 140: with few exceptions, I don’t send
Page 141 and 142: excuse that the requester has the o
Page 143 and 144: Most nonfiction authors are easy to
Page 145 and 146: Herbert’s filters still enable hi
Page 147 and 148: “Sometime in the next week e-mail
Page 149 and 150: the famous names at the Institute:
Page 151 and 152: Conclusion The story of Microsoft
Page 153 and 154: fall of 2011, my obligations did in
Page 155 and 156: Also by Cal Newport So Good They Ca
Page 157 and 158: Chapter 1 Information about Nate Si
Page 159 and 160: “He is a disrupter on a massive s
Page 161 and 162: “undoubtedly true”: Manzi, Jim.
Page 163 and 164: Chapter 3 “I do all my work by ha
Page 165 and 166: Lifehacker.com: http://lifehacker.c
Page 167 and 168: name: http://hbr.org/2010/07/how-wi
Page 169 and 170: The reference to Thurston’s Twitt
Page 171 and 172: The issue of Science where Radhika
Page 173 and 174: * After Malcolm Gladwell popularize
Page 175 and 176: * Lexical decision games flash stri
Page 177 and 178:
* I’m being somewhat loose in my
Page 179 and 180:
* You can see a snapshot of my “h
Page 181 and 182:
* The specific article by White fro
Page 183 and 184:
* It was exactly this type of analy
Page 185 and 186:
* The studies I cite are looking at
Page 187 and 188:
Contents Cover Title Page Welcome I
show all

Deep Work_ Rules for focused success in a distracted world ( PDFDrive.com )

Create successful ePaper yourself

Delete template?

Save as template?