Cal Newport Quotes

A lack of time, therefore, isn’t enough to explain why so many students feel overwhelmed. So what does explain this phenomenon? The answer, as it turns out, has much more to do with how we work than what we’re trying to accomplish.

Humans are naturally biased toward activities that require less energy in the short term, even if it’s more harmful in the long term — so we end up texting our sibling instead of calling them on the phone, or liking a picture of a friend’s new baby instead of stopping by to visit.

Much as is observed in actual natural settings, in the informal process workplace, dominance hierarchies emerge. If you’re brash and disagreeable, or are a favorite of the boss, you can, like the strongest lion in the pride, avoid work you don’t like by staring down those who try to pass it off to you, ignoring their messages, or claiming overload. On the other hand, if you’re more reasonable and agreeable, you’ll end up overloaded with more work than makes sense for one person to handle. These setups are both demoralizing and a staggeringly inefficient deployment of attention capital. But without a countervailing force, these hierarchies are often unavoidable.

To maximize your chances of success, you should deploy small, concrete experiments that return concrete feedback.

In Ericsson’s seminal 1993 paper on the topic, titled “The Role of Deliberate Practice in the Acquisition of Expert Performance,” he dedicates a section to reviewing what the research literature reveals about an individual’s capacity for cognitively demanding work. Ericsson notes that for a novice, somewhere around an hour a day of intense concentration seems to be a limit, while for experts this number can expand to as many as four hours — but rarely more.

I keep a tally of the total number of hours I’ve spent that month in a state of deliberate practice.

What we know at this point,” Shakya told NPR, “is that we have evidence that replacing your real-world relationships with social media use is detrimental to your well-being.

the cumulative cost of the noncrucial things we clutter our lives with can far outweigh the small benefits each individual piece of clutter promises.

Working right trumps finding the right work. He didn’t need to have a perfect job to find occupational happiness — he needed instead a better approach to the work already available to him. I

In an age of network tools, in other words, knowledge workers increasingly replace deep work with the shallow alternative — constantly sending and receiving e-mail messages like human network routers, with frequent breaks for quick hits of distraction. Larger efforts that would be well served by deep thinking, such as forming a new business strategy or writing an important grant application, get fragmented into distracted dashes that produce muted quality. To make matters worse for depth, there’s increasing evidence that this shift toward the shallow is not a choice that can be easily reversed. Spend enough time in a state of frenetic shallowness and you permanently reduce your capacity to perform deep work.

the second force that encourages behavioral addiction: the drive for social approval. As Adam Alter writes: “We’re social beings who can’t ever completely ignore what other people think of us.”18 This behavior, of course, is adaptive. In Paleolithic times, it was important that you carefully managed your social standing with other members of your tribe because your survival depended on it.

Fortunately, there’s a simple practice that can help you sidestep these inconveniences and make it much easier to regularly enjoy rich phone conversations. I learned it from a technology executive in Silicon Valley who innovated a novel strategy for supporting high-quality interaction with friends and family: he tells them that he’s always available to talk on the phone at 5:30 p.m. on weekdays. There’s no need to schedule a conversation or let him know when you plan to call — just dial him up.

At the moment, most organizations remain stuck in the productivity quicksand of the hyperactive hive mind workflow, content to focus on tweaks meant to compensate for its worst excesses. It’s this mindset that leads to “solutions” like improving expectations around email response times or writing better subject lines. It leads us to embrace text autocomplete in Gmail, so we can write messages faster, or the search feature in Slack, so we can more quickly find what we’re looking for amid the scrum of back-and-forth chatter. These are the knowledge work equivalents of speeding up the craft method of car manufacturing by giving the workers faster shoes. It’s a small victory won in the wrong war.

We who cut mere stones must always be envisioning cathedrals.

I’m usually facing someone who wants to send twenty-nine emails to fix a problem.” His solution is simpler: “Go talk to them.