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Deep Work: Rules for Focused Success in a Distracted World Hardcover – January 5, 2016

4.6 4.6 out of 5 stars 31,885 ratings

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AN AMAZON BEST BOOK OF 2O16 PICK IN BUSINESS & LEADERSHIP

WALL STREET JOURNAL BUSINESS BESTSELLER

A BUSINESS BOOK OF THE WEEK AT 800-CEO-READ


Master one of our economy’s most rare skills and achieve groundbreaking results with this “exciting” book (Daniel H. Pink) from an “exceptional” author (New York Times Book Review).

Deep work is the ability to focus without distraction on a cognitively demanding task. It's a skill that allows you to quickly master complicated information and produce better results in less time. Deep Work will make you better at what you do and provide the sense of true fulfillment that comes from craftsmanship. In short, deep work is like a super power in our increasingly competitive twenty-first century economy. And yet, most people have lost the ability to go deep-spending their days instead in a frantic blur of e-mail and social media, not even realizing there's a better way.

In Deep Work, author and professor Cal Newport flips the narrative on impact in a connected age. Instead of arguing distraction is bad, he instead celebrates the power of its opposite. Dividing this book into two parts, he first makes the case that in almost any profession, cultivating a deep work ethic will produce massive benefits. He then presents a rigorous training regimen, presented as a series of four "rules," for transforming your mind and habits to support this skill.

1. Work Deeply
2. Embrace Boredom
3. Quit Social Media
4. Drain the Shallows

A mix of cultural criticism and actionable advice,
Deep Work takes the reader on a journey through memorable stories-from Carl Jung building a stone tower in the woods to focus his mind, to a social media pioneer buying a round-trip business class ticket to Tokyo to write a book free from distraction in the air-and no-nonsense advice, such as the claim that most serious professionals should quit social media and that you should practice being bored. Deep Work is an indispensable guide to anyone seeking focused success in a distracted world.
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Editorial Reviews

Review

"As a presence on the page, Newport is exceptional in the realm of self-help authors."―New York Times Book Review

"DEEP WORK accomplishes two considerable tasks: One is putting out a wealth of concrete practices for the ambitious, without relying on gauzy clichés. The second is that Mr. Newport resists the corporate groupthink of constant connectivity without seeming like a curmudgeon."―
Wall Street Journal

"As automation and outsourcing reshape the workplace, what new skill do we need? The ability to do deep work. Cal Newport's exciting new book is an introduction and guide to the kind of intense concentration in a distraction-free environment that results in fast, powerful learning and performance. Think of it as calisthenics for your mind-and start your exercise program today."―
Daniel H. Pink, author of Drive and When

"DEEP WORK makes a compelling case for cultivating intense focus, and offers immediately actionable steps for infusing more of it into our lives."―
Adam M. Grant, author of Originals and Think Again

"Cal Newport is a clear voice in a sea of noise, bringing science and passion in equal measure. We don't need more clicks, more cats, and more emojis. We need brave work, work that happens when we refuse to avert our eyes."―
Seth Godin, author of This is Marketing and The Practice

"Cal Newport offers the most well-informed and astute collection of practical advice I have seen for reclaiming one's mental powers."―
Matthew B. Crawford, author of The World Beyond Your Head and Why We Drive

"Just when you think you already know this stuff, DEEP WORK hits you with surprisingly unique and useful insights. Rule #3 alone, with its discussion of the 'Any-Benefit' mind-set, is worth the price of this book."―
Derek Sivers, founder, Sivers.org

"Here lies a playbook for professionals of all stripes to achieve true differentiation in a crowded talent marketplace. Cal Newport's latest shows why he is one of the most provocative thinkers on the future of work."―
Ben Casnocha, co-author of The Start-Up Of You

"Deep work is the killer app of the knowledge economy: it is only by concentrating intensely that you can master a difficult discipline or solve a demanding problem."―
The Economist

"This is a deep, not shallow, book which can enrich your life."―
The Globe and Mail

"In this strong self-help book, Newport declares that the habits of modern professionals-checking email at all hours, rushing from meeting to meeting, and valuing multitasking above all else-only stand in the way of truly valuable work."―
Publisher's Weekly

"[A] worthwhile distraction."―
ValueWalk

"A wonderfully entangled, intertwined, and erudite series of strategies, philosophies, disciplines, and techniques to sharpen your focus and dive deep into your work."―
800-CEO-READ

"DEEP WORK is now one of my all-time favorite books, and I'm not joking when I say it was a life-changing read for me. I think it can be for you too."―
Brett McKay, author of The Art of Manliness

"What emerges most powerfully is the sense that it's wrong to think of deep work as one more thing you've got to try to cram into your schedule. Truly committing to it, Newport suggests, transforms the rest of your time - so you'll crank through shallow work faster, be more present in your home life, and eliminate time wasted switching between tasks. Depth, in short, isn't at odds with a full life - it facilitates it. I'm persuaded."―
Oliver Burkeman, The Guardian

About the Author

Cal Newport is a computer science professor at Georgetown University and a New York Times bestselling author of seven books, including, A World Without Email, Digital Minimalism, So Good They Can't Ignore You, and Deep Work, which have been published in over 35 languages. He is a regular contributor to the New Yorker, the New York Times, and WIRED, a frequent guest on NPR, and the host of the popular Deep Questions podcast.

Product details

  • Publisher ‏ : ‎ Grand Central Publishing; 1st edition (January 5, 2016)
  • Language ‏ : ‎ English
  • Hardcover ‏ : ‎ 304 pages
  • ISBN-10 ‏ : ‎ 1455586692
  • ISBN-13 ‏ : ‎ 978-1455586691
  • Reading age ‏ : ‎ 5 years and up
  • Item Weight ‏ : ‎ 14.7 ounces
  • Dimensions ‏ : ‎ 5.8 x 1.35 x 8.55 inches
  • Customer Reviews:
    4.6 4.6 out of 5 stars 31,885 ratings

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Cal Newport
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Cal Newport is an Associate Professor of Computer Science at Georgetown University who writes for general audiences about the intersections of culture and technology. He is the author of eight books, including, most recently, Slow Productivity, A World Without Email, Digital Minimalism, and Deep Work. These titles include multiple New York Times bestsellers and have been published in over 40 languages. Newport is also a contributing writer for The New Yorker and the host of the Deep Questions podcast.

Customer reviews

4.6 out of 5 stars
4.6 out of 5
31,885 global ratings
Life Changing Tips
5 Stars
Life Changing Tips
I love everything this book talks about when it comes to “Deep Work” and the ideology behind the stuff talked about throughout this book! Definitely would refer it to anyone who wants to focus on their mindset behind being more focused on achieving tasks.
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Top reviews from the United States

Reviewed in the United States on February 14, 2016
I’m predisposed to like Cal and his approach. I’ve been reading his blog since 2009. It’s not an exaggeration to say that his perspective has been a game changer for me that came during a time where I could have easily drowned.

I was once an academic (now lapsed) capable of consuming and summarizing 4 books a day while studying for comps and writing a dissertation. I then went to the private sector and discovered how things like weak corporate cultures and poor management offer few visible consequences of average behavior or rewards for being exceptional. The disruption in personal discipline is severe. Concentration suffers. Bars are lowered.

A dozen years later (and later than I would have liked) I realized I was underperforming. I remember the day I was told by a mentor I was drowning and would be yanked out of the pool before I did the company any harm. I had to really knuckle down and focus. I started to search for help and found Cal’s blog. From there I started my own personal quest.

Deep Work is the culmination of a very thorough and thought-through approach not just to productivity, but to living a life worth living. For those of us who read Cal’s blog regularly, it’s another remarkable milestone on a long journey.

This book provides a sound framework on how to become more focused, where the goal is not the focus itself but the benefits of that focus. The obvious benefit is improved productivity, but this is about more than just work efficiency. Cal makes a compelling argument for focus in all aspects of life and the benefits it brings both personally and professionally. He presents a wealth of research on how our brains work, as well as practical guidelines that will help anyone build the foundation on which focus can be built. Just as importantly, he offers a number of real-world examples that show the value of focus and debunk myths about multitasking, the "importance" of shallow activities (like email, internet surfing, and social media obsessiveness), and the perception that being thoughtful about how you use your time somehow prevents serendipity.

For me, Deep Work fills two meaningful gaps in Cal’s ideas. One of them relates to having the discipline to succeed and what’s at stake without it. Discipline is the unknown in each of our personal equations. It varies considerably and is difficult to change. Deep Work offers a number of methods to facilitate personal discipline. It is this aspect of the book that speaks most to me. Cal is steadfast in his own desire to think and rethink in search of improvement. His character is stubborn and resilient, but without the rough edges that often accompany these traits. I didn’t realize this until I joined his live webinar supporting this book. In it, close to the end, he effectively apologizes for being driven and ambitious. I found this a very genuine confession, a brief but telling glint of humility that leads me to conclude, correctly I believe, that he is a fundamentally a decent person. In the end this is his strong suit, and so much the better for those of us whom he has helped.

The other gap he fills relates to how his ideas could be applied to the nonacademic lives that most of us live. For those chained to the oars of the slave ship bobbing through rough seas of office politics or weak managers or bad corporate cultures, the lessons are actually more relevant. They just require slightly different implementations. This aspect of the book was less eye-opening to me given that I had subscribed to Cal’s approach as a knowledge worker myself. In fact, I have used his approach to help some of my own employees (particularly first-time managers) reorient themselves and how they spend their time.

The value of Cal’s message is equaled by the clarity of his writing. Cal’s argumentation is well-structured, well-researched, and tight as a drum in its logic. He expresses himself fully and convincingly, but without the complex or ponderous prose that I’m used to in academic texts. He writes cleanly and eloquently, with little opportunity for misunderstanding. I’m pretty sure that’s deliberate.

Cal has obviously dedicated himself to this topic for a benefit beyond just being a professional guru. While I believe (and hope) he profits from it, I also believe this is a derivative product of his more fundamental goal to succeed in what he finds important in his own driven way. I am hopeful that he continues to write and share his observations as his story unfolds.

In sum, this is a rich and worthwhile book that will continue to give readers something to think about regardless of where they are in life. There is no secret to his methods of productivity. There’s nothing to buy. There are techniques that work, make sense, and can be practiced by anyone. If you follow them even in part, you’ll have a big leg up on everyone else.
15 people found this helpful
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Reviewed in the United States on April 10, 2017
In 1995 the term “disruptive innovation” was coined by Harvard Professor, Clayton Christensen to describe how certain types of innovation change industries. But this is rare. Most innovation doesn’t amount to much, and fizzles out despite extensive quantitative research and Herculean advertising efforts.

In this book, Christensen et al, offer a simple but profound insight which they call the ‘Theory of Jobs to Be Done.’ The purpose of this insight is to shed light on why people adopt an innovation in large enough numbers to make it a success, and how to identify innovations that will be adopted.

‘The job to be done’, they assert is the causal mechanism for successful innovation. Using this insight enables companies not only to create but also to predict new innovations that will succeed. Phrasing the innovation in this manner allows for a deep understanding of the customers’ need at a more profound level.

To introduce this concept, the authors describe (among other examples,) the “job of a milkshake.” Why would someone “hire” a milkshake? What “job” is the milkshake expected to perform? “We all have jobs we need to do that arise in our day-to-day lives and when we do, we hire products or services to get these jobs done,” the authors explain.

If you can answer this question, increasing sales is far more likely to be useful than doing taste tests, demographic surveys and purchase studies.

When looking for an answer to this question (an actual case), the researchers were surprised to find that an oddly high number of milkshakes were sold before 9:00 a.m. to people who came to the fast-food restaurant alone. Doing taste tests, demographic surveys and purchase studies would not yield the quality of information that came from asking this question: “Excuse me, please, but I have to sort out this puzzle. What job were you trying to do for yourself that caused you to come here and hire that milkshake?”

It turned out that they had long and boring rides to work and needed something to keep the commute interesting. Coffee doesn’t do the job well because it gets cold too quickly, eating bananas makes you feel too full, but hiring a milkshake does the job well. It is thick enough to sip, lasts long enough, and remains pleasurable through the journey.

Approaching the study from the ‘job to be done’ perspective is quite different to fast-food restaurants asking a patron to give feedback in one of its customer surveys to the question: “How can we improve this milk shake so you buy more of them?” A single dad coming to a restaurant with his young son would answer the survey very differently to the same man when he buys a milkshake for his morning commute. The milkshake is hired for very different jobs, in two very different circumstances.

So how can one identify innovative opportunities if compiling data-rich models only makes businesses “masters of description but failures at prediction”? “We believe Jobs Theory provides a powerful way of understanding the causal mechanism of customer behaviour, an understanding that, in turn, is the most fundamental driver of innovation success,” the authors explain.

So how is Jobs Theory to be applied so that you create products that customers will not only want to buy, but will even be willing to pay premium prices for? Simply put, customers don’t buy products or services: they pull them into their lives to resolve highly important, unsatisfied jobs that arise.

Jobs are never simply about the function of the service or product. The circumstance is central to their definition, not customer characteristics, product attributes, new technology, or trends. Just think of how you would hire a baby-sitter – who would you trust with your children?

“It’s important to note that we don’t ‘create’ jobs, we discover them,” the authors explain. This is a 180 degree shift from viewing innovation as creating what no-one has ever seen before, and then trying to stimulate a need.

Jobs can be discovered in many ways. One is just watching the customers you do—and don’t—already have, and looking for the job that they want done. Do many DIY customers in your hardware store need technical assistance?

You can also learn much about a Job to Be Done from people who aren’t hiring any product or service to do the Job. Airbnb reports that 40% of their “guests” say they would not have made a trip at all, or would have stayed with family, if Airbnb didn’t exist. As such, Airbnb is not in competition with hotels. There may be an entirely new growth opportunity right in front of you.

Are people creating ways of working around a problem or just compensating for it? Banking giant ING saw the segment no bank wants, low net-worth individuals, who want a simple, inexpensive banking facility. They were being chased away by high banking charges and other barriers. ING created ING Direct that has no deposit minimums, is fast, convenient, and secures your money. Of course, you won’t see workarounds if you’re not fully immersed in the context of the consumers’ struggle.

There are probably more jobs people do not want to do than jobs they want to do. Negative jobs are often the best innovation opportunities. Because most people don’t want to go to the doctor if they don’t have to, there are now more than a thousand MinuteClinic locations inside CVS pharmacy stores in thirty-three states in America.

Innovation can also be identified in the unusual use of products. NyQuil had been on the market for decades as a cold remedy, but some consumers were using it to help them sleep, even when they weren’t sick. This led to ZzzQuil, which offers a good night’s sleep without the other active ingredients consumers didn’t need.

Growth can be found where none seems possible. It is dependent on knowing what to look for, and the question to be asked: What is the Job here?

There are gems in this easy-to-read book, with many examples of every point they make. No matter your line of work, this is a clever way to look for new business, but it must be done carefully and slowly.

Readability Light -+--- Serious
Insights High +---- Low
Practical High -+--- Low
*Ian Mann of Gateways consults internationally on leadership and strategy and is the author of Strategy that Works. .
11 people found this helpful
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Reviewed in the United States on April 25, 2024
The book is straightforward, divided into two parts where one tries to convince you about the benefits of deep work and the second lays out four rules to practice deep work in your life. Personally, I identify with a lot of the main messages about quitting social media, in a time where taking control over my attention is trending and this is not the only place I am hearing about this. The book does a decent job in convincing you there is a benefit to quitting social media, and gives a practical tool on doing so, at least temporarily
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Top reviews from other countries

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Danny
5.0 out of 5 stars A fantastic read
Reviewed in Canada on February 25, 2024
Newport is such a terrific writer. This book was a pleasure to read and easy absorb the concepts
Thiago Liguori Feliciano da Silva
5.0 out of 5 stars Ótima leitura
Reviewed in Brazil on March 26, 2023
Este livro mostra um lado importante do trabalho com alto nível de concentração, algo que acabamos perdendo com a era digital e notificações infinitas.
One person found this helpful
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Korbinian Schneider
5.0 out of 5 stars Perfekt für jeden der auf der Arbeit etwas erreichen möchte
Reviewed in Germany on April 27, 2024
Super Buch um eine neue Sicht auf das Arbeiten zu bekommen
Harshdeep Mehta
5.0 out of 5 stars Deep Work is a Good Work.
Reviewed in India on April 1, 2024
Book-Level: Intermediate.

Deep Work introduces the difference between Shallow and Deepk work. Though I read recommended The Shallow book first, this book does add more details and guide for Deep Work.

Few noteworthy points.
- Deep Work is a Good Work.
- Right to protect your attention.
- Process to evaluate Networking Tools, and Quit them as needed.
- Fix scheduled mindset.
- Sender Filter

Many ideas suggested on the book are worthy enough to try.

Recommend to pass on to next generation, as they are going to need this big time. And, worthy of reread.
4 people found this helpful
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Stefano
5.0 out of 5 stars Un classico
Reviewed in Italy on March 17, 2024
Libro estremamente famoso nel suo genere, si conferma un ottimo acquisto.