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Deep Work: Rules for Focused Success in a Distracted World [Paperback] [Jan 01, 2016] Newport, Cal Paperback – January 1, 2013
Purchase options and add-ons
- LanguageEnglish
- PublisherLittle Brown
- Publication dateJanuary 1, 2013
- Dimensions7.99 x 10 x 1.85 inches
- ISBN-109780349413686
- ISBN-13978-0349413686
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From the Publisher
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| Deep Work | So Good They Can't Ignore You | Busy | 18 Minutes | Career Comeback | |
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Product details
- ASIN : 0349413681
- Publisher : Little Brown (January 1, 2013)
- Language : English
- ISBN-10 : 9780349413686
- ISBN-13 : 978-0349413686
- Item Weight : 1.45 ounces
- Dimensions : 7.99 x 10 x 1.85 inches
- Best Sellers Rank: #10,764 in Books (See Top 100 in Books)
- Customer Reviews:
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(LEARN TO FOCUS) Deep Work By Cal Newport Book Review
✅ Benjamin Jacques

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Review - Deep Work Book, Self Help, Productivity
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Why "Deep Work" is on my Essential Reading List
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Deep Work: Rules for Focused Success in a Distracted World
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About the author

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
Customer Reviews, including Product Star Ratings help customers to learn more about the product and decide whether it is the right product for them.
To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzed reviews to verify trustworthiness.
Learn more how customers reviews work on AmazonCustomers say
Customers find the insights in the book useful and meaningful. They describe the book as an interesting read with practical tactics. Readers praise the writing style as conversational, easy to read, and charming. They mention the basic premise is straightforward and the book has good actionable steps. They also appreciate the engaging stories and inspirational examples. Opinions are mixed on the content, with some finding it compelling and intellectually rewarding, while others say it's repetitive.
AI-generated from the text of customer reviews
Customers find the practice of deep work useful to master new topics or skills. They say the lessons are relevant and the book is an important reference with many tangible examples. Readers also mention the book explains the foundation and motivation, and increases professional productivity dramatically. Overall, they find the book inspirational.
"...politics or weak managers or bad corporate cultures, the lessons are actually more relevant. They just require slightly different implementations...." Read more
"...No matter your line of work, this is a clever way to look for new business, but it must be done carefully and slowly...." Read more
"...Despite my questions, I found the book very moving and important, and I highly recommend it...." Read more
"Great book. Very useful to get some ideas about job organization. Easy to read" Read more
Customers find the book interesting and practical. They say it does a decent job of convincing them there is a benefit to quitting. Readers also mention the book is full of gems and allows them to skim through quickly and get the overall ideas.
"...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...." Read more
"...ING created ING Direct that has no deposit minimums, is fast, convenient, and secures your money...." Read more
"Great book. Very useful to get some ideas about job organization. Easy to read" Read more
"This is a great read for all of us to become better versions of ourselves and to do things that create value...." Read more
Customers find the writing style very well-written, easy to read, and conversational. They appreciate the author's articulate and respectful approach. Readers describe the book as stimulating and challenging. They say the approach is clear and well-thought-out.
"...He expresses himself fully and convincingly, but without the complex or ponderous prose that I’m used to in academic texts...." Read more
"...There are gems in this easy-to-read book, with many examples of every point they make...." Read more
"Great book. Very useful to get some ideas about job organization. Easy to read" Read more
"Well written with actionable content...." Read more
Readers find the book easy to implement. They say the basic premise is straightforward, and the book has good actionable steps. Readers also mention the book is practical and methodical, with powerful examples.
"...ING created ING Direct that has no deposit minimums, is fast, convenient, and secures your money...." Read more
"it's a great book. simple to read understand and implement." Read more
"...Easily skimmable for those tidbits...." Read more
"...1. The ability to master hard things;2. The ability to produce at a high level of quality and speed...." Read more
Customers find the stories engaging, inspirational, and comprehensible. They appreciate the good anecdotes and quotes. Readers also mention the book is poignant, challenging, and convicting.
"...It is thick enough to sip, lasts long enough, and remains pleasurable through the journey...." Read more
"...’s Deep Work is not simply about doing better work, it’s about living a better life, balancing many competing priorities, determining which..." Read more
"...applying these principals can lead to a more productive, free and happy life...." Read more
"...as the quality of my work greatly improved while the duration of working hours did not increase...." Read more
Customers find the book worth every penny and say it's well worth investing the time and energy to read it. They say the author does a fine job of explaining the value of deep work. Readers also mention the book is important reading for today's economy.
"...These efforts create new value, improve your skill, and are hard to replicate.”..." Read more
"...the examples and people he featured to be very interesting so it's worth a read. Just don't expect a lot of tactics until part 2...." Read more
"...These efforts create new value, improve your skill, and are hard to replicate.”..." Read more
"...The first builds the case for the importance of deep work (it is valuable, rare, and meaningful)...." Read more
Customers find the book's strategy to combat distractions great. They say it shows how social media distracts and subtracts from a person's ability to do deep work. Readers also say the book brings their attention to where they work best. They mention it convinces them there is a benefit to quitting social media.
"...important things: improving your ability to focus and eliminating your desire for distraction...." Read more
"...Facebook provides pleasure and relaxation to people -- which is exactly why it can be addicting...." Read more
"...Shallow work is great for relationships, which is probably why I do well in sales careers...." Read more
"...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" Read more
Customers have mixed opinions about the content. Some find it compelling, interesting, and entertaining. However, others say the content is repetitive, boring, and meaningless.
"...clearly didn't bother pointing out the many contradictions, irrelevant distractions, and non-sequiturs riddled throughout this book...." Read more
"...1. "There are very few new ideas in the book, it's mostly rehash of things you've read before"..." Read more
"...Regardless, the book was well researched and was a joy to read. Highly recommended." Read more
"...I read about a third of this book, but it became so repetitive and meaningless I started to believe the author himself is, ironically, unable to..." Read more
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intresting refreshing book .
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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.
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. .






























