Deep Work: Rules for Focused Success in a Distracted World

Deep Work: Rules for Focused Success in a Distracted World (2016) is a self-help book by Cal Newport, a computer science professor at Georgetown University and a graduate of MIT. In the book, Newport examines current workplace culture, asserting that oftentimes, it unintentionally invites ever-increasing distraction for employees.

Newport offers strategies to overcome these distractions, and explores the alternative to what he argues is the shallow, cognitively undemanding work pervading the modern workplace. He calls this approach Deep Work, arguing that cultivating habits toward focus and concentration enhances productivity and provides one with a more clearly defined sense that their work has value.

Deep Work is Newport’s sixth book. In the time since, he has published two more, Digital Minimalism: Choosing a Focused Life in a Noisy World (2019) and A World without Email (2021). The guide is based on the 2016 Kindle edition.

Summary

The book is divided into two parts, which are bookended by an introduction and a conclusion. Newport begins the introduction with an anecdote about the 20th-century psychologist, Carl Jung, who had a retreat built in Switzerland so that he could work intensely without distraction.

Newport then establishes the book’s primary purpose, which is to provide readers with strategies they can use to limit distractions and cultivate their abilities to focus on their work. Newport positions himself outside the debate of whether the Internet and social media are good or bad influences in modern life. Newport has his own views, but insists that the book is not an examination of the merits of an increasingly connected world. Instead, he urges readers to consider that whatever kind of distractions exist for them, be it social media or a lack of private workspace, they must learn how to train their minds to focus and be truly productive.

Part 1 of the book is entitled “The Idea” and is divided into three chapters. In the first chapter, Newport picks up where he leaves off in the introduction. He discusses the trend that he refers to as “the new economy” (28) of offloading some labor to machines. As machine learning increases, Newport envisions an even more competitive labor market where eventually, these machines will replace humans who have traditionally performed these jobs.

In this new economy, the need to stand out from the masses is paramount. Newport believes an effective and reliable way of achieving this is to adopt a mindset toward deep work. Newport argues that those who perform deep work are more productive and are able to produce more efficiently than those who do not. This creates a paradox that Newport discusses in the chapter: As the trends in modern business move more toward shallow work (which he defines as work that can be done while distracted), those who are able to resist distraction and work with intensity and focus will be better situated to achieve success and satisfaction in their work. They will also be more desirable in the labor market.

In the next chapter, Newport dives deeper into the increasing amount of distraction that is unintentionally invited into the modern workplace. Companies looking to gain a competitive edge are always looking for the next best thing. As an example, Newport discusses Facebook CEO Mark Zuckerberg’s insistence on office space that is wide open, as Zuckerberg believes this fosters collaboration and a wide open exchange of ideas. Newport argues that wide-open floor plans make it harder for employees to focus on their work.

Newport also examines the reliance on connectivity common in many modern workspaces. Newport points out that the concept of connectivity is a good thing. However, it also invites distraction as people must continually interrupt their work to answer emails, attend meetings, and pay attention to social media. What ultimately happens is that employees have no real sense of their productivity. This creates an instinctive need to look busy at all times, an urge that often follows the employee home with them where they work indefinitely when they should be focused on other activities. Newport insists that deep work is the antidote to this problem.

At the start of Chapter 3, Newport describes the work of Ric Furrer, a blacksmith. Newport uses the example of Furrer to demonstrate what it looks like visually when someone is fully immersed in their work: This example of the craftsman provides a model that workers can approximate even while the circumstances of their work are wildly different from Furrer’s.

Newport then presents three different justifications for deep work, from neurological, psychological, and philosophical perspectives. With each justification, Newport provides anecdotes followed by data to support his position. Anticipating skepticism, he addresses opposing views and the uncertainty of those unaccustomed to deep work habits. Newport also claims that learning the skills of deep work have benefits that go beyond work, as depth is what provides value in life.

Part 2 is divided into four chapters, each of which presents a “rule” for achieving a deep work mindset. The first rule begins with a discussion of architect David Dewayne’s ideas for a workspace; these emulate some of the ideas for deep work that Newport writes about in the book. Its inclusion in the book is meant to demonstrate a contrary approach to the open office design Newport sees as trendy and ultimately, counterproductive. He uses this as a jumping-off point into a more detailed examination of design trends and other factors that invite distraction into people’s work lives. Newport then outlines a series of steps that one can take to start on their way toward deep work, beginning with deciding on a deep work philosophy. As he explains what this entails, Newport presents four different kinds of approaches with real-life examples. These include the monastic, bimodal, rhythmic, and journalistic approaches. While the way time is allotted to deep work differs in each approach, the unifying idea is that one intentionally allocates time in their schedules to distraction-free work.

For the second rule, Newport directs the reader to “embrace boredom.” Newport discusses the limitations of willpower in this section. He asserts that deep work is not a mindless skill that requires little focus, such as flossing teeth. Instead, one must deliberately work toward concentration, which he concedes, can be exceedingly difficult in the current age. He recognizes that being bored is rare these days, but that idleness is beneficial at times because it helps the brain rest and re-energize. Rest is essential for deep work, an idea that may seem counterintuitive. Newport argues that one must be willing to put forth the effort, and demonstrate the discipline, to resist distraction. The more one is able to do this, the more equipped one is and the more one’s brain is fit for deep work. In Newport’s estimation, the skills for deep work extend beyond work; in fact, Newport suggests that these skills should be weaved into one’s daily routines, whether at work or not.

The third rule calls on readers to quit social media. Newport anticipates potential objections to this advice and offers a rationale for following it. He asserts that just because there may be some value in social media, this does not necessitate using it unquestioningly. Instead, he urges readers to take a full measure of their own social media habits, reminding them that ultimately, these services are products that one uses. He recommends that the reader take a 30-day break from all social media to evaluate just how necessary it is to them. He suspects that for most people, after 30 days, they will realize how unnecessary it really is. Newport considers social media a primary source of distraction in modern culture, and argues that excising it from one’s daily activities will have positive impacts.

The last rule Newport suggests is to “drain the shallows” (222). Newport argues that the reader should take stock of the different ways they waste time both at work and on their own time. He recommends scheduling time where one can allow distractions, but this should be limited. Newport also urges readers to keep their minds engaged on something of value, whether reading or spending time in-person with friends and loved ones. Having a rigid structure for free time may seem stifling, but Newport argues that it frees up the mind to be spontaneous and creative instead of distracted or lost in work-related stresses.

Newport recommends that no matter what, one should have a definite end time for their workday. He suggests that the reader have a ritual whereby they close up shop for the day. This can be as simple as repeating the same mantra every day when work is finished.

Newport’s conclusion is a summation of the book’s main points. He offers personal insights into why he is such a believer in deep work. He attributes much of his productivity, both as a PhD student at MIT and as a professor and professional writer, to his ability to work deeply. To offer further proof that deep work is a pathway to success, he says that Bill Gates is famous for his ability to intensely focus on his work.