Deep Work: Rules for Focused Success in a Distracted World

Newport introduces the Eudaimonia Machine, which is a building designed by architect David Dewane. Eudaimonia is a Greek term that describes “a state in which you’re achieving your full human potential” (95). Essentially, the building is a basic rectangle with five different chambers, each one dedicated to resemble various stages of entering into deep work. The only way to access the fifth section of the building where deep work takes place is by walking through the previous chambers.

Before delving into a discussion of six strategies for making deep work habitual, Newport addresses a primary concern. He cites research performed by psychologists Wilhelm Hofmann and Roy Baumeister that suggests that willpower is finite. Newport equates willpower with muscle fatigue. At some point, like a muscle, a person’s will can tire. He warns against a superficial approach to committing to deep work—overcoming the superficial activities of modern life, such as avoiding the Internet or shutting off the television, is not enough. One must make deep work a much more detailed practice.

Newport’s first recommendation is to develop a personal reason for wanting to make deep work habitual. One person’s rationale might be different from another’s; therefore, it is vital for a person to develop their own reason.

The first philosophical approach to scheduling deep work is the monastic philosophy. Newport uses the examples of the computer scientist Donald Knuth and the writer Neil Stephenson. Both men are famous for their strict avoidance of electronic communication and other networking tools mentioned by Newport earlier in the book. For those seeking full immersion into their work, where distractions are entirely cut-off for extended stretches of time, the monastic approach is suitable.

Newport also introduces the bimodal philosophy of deep work scheduling. He returns to the example of Carl Jung from the beginning of the book. Ostensibly, a person taking the bimodal approach would dedicate large swaths of their time to become fully immersed in their work, much like Jung did when he retreated to the Bollingen Tower and like Adam Grant of the Wharton School of Business. Grant loads up his professorial commitments in the fall semester so that he can focus entirely on his research work the rest of the year. This approach allows for a more practical lifestyle than the monastic approach—he can access modern networking tools but only at previously decided intervals.

Next, Newport introduces the rhythmic philosophy of deep work scheduling. With this approach, one attempts to dedicate times for distraction-free work into their schedule. They adhere to the schedule, do not deviate from it no matter what, and doing so opens up time for other pursuits and responsibilities. Usually, this kind of approach works well for someone who has a moderately predictable schedule and can find consistent times to devote to deep work.

Finally, Newport discusses the last approach, the journalistic philosophy of deep work scheduling. Newport uses the model of author and journalist Walter Isaacson who wrote his first book whenever he had the chance to fully immerse himself in his work for 60-90 minutes. Newport warns that this approach is not for everyone, nor is it as easy as it sounds because it draws heavily on a person’s willpower. However, for those with multiple responsibilities, such as raising children, this is perhaps the most practical approach. It is also one that Newport himself used to write Deep Work. When time becomes available, one finds a distraction-free workspace, and works intensely for as long as they can.

Newport’s second strategy for making deep work habitual is to ritualize. He discusses three different considerations. One should decide where one will work and for how long, how one will work once they start to work, and how one will support their work. These considerations are important, as establishing rituals around work helps make the transition into deep work much easier.

The third strategy Newport recommends is to make grand gestures. For this section, Newport details examples of the grand gesture, starting with the author J.K. Rowling who, while struggling to finish The Deathly Hollows, the last book in the Harry Potter series, booked a room in an extravagant hotel in Scotland. Changing one’s environment can change one’s mindset, as it did for Rowling. Newport suggests that making a grand gesture, which often requires some financial commitment, can raise one’s motivation to get focused.

The fourth strategy Newport recommends is not to work alone. Newport recognizes the apparent contradiction of this advice, especially in light of his aversion to the open-office floor plans of places like Facebook’s headquarters. He details the distinction he is trying to make and points at specific examples from MIT and Bell Labs in New Jersey, where monumental technological advances were made. For this strategy, Newport recognizes that sometimes, collaboration is necessary—it helps to push one further when one is able to bounce ideas around with other experts. However, such collaboration is balanced by the need for a space one can retreat to, where one can focus and concentrate without interruption. This is exactly what the open-office model lacks.

The fifth strategy recommended by Newport is to execute like a business. He breaks this strategy down further into four disciplines, borrowed from a Harvard Business School professor named Clayton Christensen, and abbreviated 4DX. The first discipline is to focus on the “wildly important.” One should strive to simplify their ambitions to the essential and significant. This helps keep motivation high.

The second discipline recommends that one should act on the “lead measures.” Newport distinguishes between “lag measures” and lead measures using a hypothetical bakery owner as an example. If the bakery owner wants to improve customer satisfaction, they examine customer satisfaction scores. For lead measures, the bakery owner would measure the behaviors that lead to improved customer satisfaction, such as handing out free samples. As it relates to deep work, the focus should be less on the lag and more on the lead measures.

The third discipline suggests keeping a scorecard. Newport suggests that people track the amount of time they spend performing deep work, as it helps keep them focused and provides real numbers they can evaluate when not engaged in deep work. They can then make adjustments accordingly.

Lastly, the fourth discipline is to create a cadence of accountability. As it relates to deep work, Newport recommends that one should make a habit of reviewing their habits, scorekeeping, and lead measures in order to make adjustments moving forward, if needed.

Returning back to the last of the six strategies, Newport says one should be lazy. On its surface, this appears contradictory, which Newport recognizes. However, Newport argues that it is essential for deep work to release the brain regularly to engage in leisurely pursuits. He provides reasons why this is important. First, downtime aids insights. Newport argues that giving the conscious brain a chance to rest opens up room for the unconscious brain to keep working—this is when new insights can happen. Downtime also helps people recharge their energy levels. Newport discusses a 2008 study that found people who spent time in nature were able to revive their attention compared to those who spent the same amount of time walking in an urban setting. The increased stimuli of the urban setting commanded attention. When one engages in activities that are not focused on some work-associated task, like walking in nature or spending time with their kids, their ability to concentrate increases.

The third reason is that once the end point for work has arrived, any evening work is not as important. One should end when they decide to end and leave their work behind for the day.