51 pages • 1 hour read
Deep Work: Rules for Focused Success in a Distracted World
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IntroductionChapter Summaries & Analyses
Introduction Summary
Cal Newport begins the book discussing Carl Jung, a psychologist of the 20th century. In 1922, Jung had a two-story house built that he dubbed “The Tower.” As part of the structure, he had a space dedicated for his work, and a space dedicated to meditation. Nobody from his family was allowed to enter his workspace unless he approved, the idea being that he needed full concentration with limited distractions. While the home was built on Lake Zurich in Switzerland and resembled a vacation home, it was actually a place where Jung was highly productive.
Newport uses this anecdote to introduce his definition of deep work, which can be understood as the kind of work that happens when one is not distracted and able to dig deep into their cognitive abilities. Newport discusses various intellectuals and writers, including Mark Twain, J.K. Rowling, and Bill Gates, and how these luminaries created their own spaces dedicated to work, much the way Jung did.
Newport then identifies the challenges modern knowledge workers face. He highlights the ways technological communication tools, what he calls “network tools,” have fragmented attention spans. Newport provides the definition of “shallow work,” which many modern workers find themselves performing. Unlike deep work, shallow work can be done while distracted, and involves communication tools such as sending and receiving emails. Newport points to evidence that once the habit of shallow work is entrenched, it is very difficult to snap out of.
Newport insists that he is not out to argue about whether network tools are positive or negative to society. Instead, his mission is to point out that the massive shift toward shallow work taking place actually creates a demand for those who can perform deep work. Newport tells the story of Jason Benn, a former financial consultant who, because of the unfulfilling and shallow nature of his job, decided to change careers. He pursued computer programming, and dedicated himself to fully focusing on achieving his goal. As part of this pursuit, he learned how to limit distractions and devote hours per day in the study of his new profession. Eventually, Benn more than doubled his annual income.
Newport uses Benn’s story as a case study and then elaborates on why it is significant. First, it shows the intrinsic value of focus; second, it reveals economic advantages for those who have, or are willing to develop, the cognitive skills necessary for deep work. Newport lays out what he calls “The Deep Work Hypothesis” (14). This posits that while employment trends move people toward shallow work, it creates a scarcity of those who can perform deep work.
Newport discusses his own transformation toward becoming a deep worker. He insists that he does not use social media, and does not spend time surfing the Web. He sees these as distractions, and by avoiding them he can be careful with how he spends his time. Time management also enables him to enjoy his free time more.
Introduction Analysis
Newport begins by referencing Carl Jung’s decision to build a retreat on Lake Zurich. Jung viewed this space not as a vacation home, but as a place where he could be free of distraction to focus on his work, which at the time involved challenges to psychoanalysis’ founder, Austrian neurologist Sigmund Freud. This leads the reader into the heart of Newport’s message—The Importance of Attention and Concentration and how committing to deep work can have immediate and lasting benefits.
Newport also establishes working definitions. First, he distinguishes between deep and shallow work. The main difference is that deep work needs all-out focus, while shallow work can be performed while engaged in other small tasks. He then establishes the book’s primary position, which he refers to as the “Deep Work Hypothesis” (14). Newport defines this: “The ability to perform deep work is becoming increasingly rare at exactly the same time it is becoming increasingly valuable in our economy. As a consequence, the few who cultivate this skill, and then make it the core of their working life, will thrive” (14). He highlights an apparent contradiction. In an age where there seems to be a move more toward shallow work, especially the kind that involves connectivity and open floor plans, the person committed to deep work still has opportunity, and in some cases lucrative opportunity.
Newport also establishes his purpose for the book: “This book is best described as an attempt to formalize and explain my attraction to depth over shallowness, and to detail the types of strategies that have helped me act on this attraction” (16-17). He values the ideas and concepts inherent in the performance of deep work, and his mission is to persuade the reader into seeing that value in a similar way. Newport also makes a key distinction as to who the intended audience for the book is. He is targeting what he calls “knowledge workers,” or those who work in offices.
Finally, Newport ends the introduction the way he began it: by mentioning Carl Jung. He sees his book as a means for readers to carve out their own spaces much in the way Jung did, where they can be focused and entirely absorbed in their work. They do not have to go and have a retreat built, but the idea is to have a place where distractions are limited and full immersion into a state of focus can take place.
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