Study Hacks Blog

On a recent episode of my podcast, Deep Questions, a listener asked me what to do when one feels overwhelmed with incoming tasks, requests, and ambiguous obligations — a problem that has become unfortunately common in our current period of largely remote and persistently frenzied work.

The temptation in such moments is to curl up as the onslaught engulfs you; perhaps answering the most recent emails to arrive, or tackling a sampling of tasks that seem particularly urgent, but otherwise just hoping the rest will dissipate.

In the mythology of your professional life, in other words, you decline to confront the dragon, and instead put up a half-hearted warning sign, or rage to anyone in earshot about the unfairness of the dragon’s existence in the first place.

My advice was to resist this temptation.

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Jessica Murnane is a wellness advocate, writer, and podcaster who interviewed me on her show not long ago. Earlier this year she signed a deal with Penguin Random House to write a new book. This was great news, except for one wrinkle: the coronavirus.

“Writing a book during a pandemic was one of the most challenging things I have ever done,” she told me. Like many working parents during the past few months, she was trying to balance homeschool with the need to accomplish serious, mind-stretching deep work; all without any easy means of finding some peace and quiet.

So Jessica went to an extreme: she setup a beach tent in her backyard, so she could work outside without the sun glaring on her laptop screen (see above). She’s not alone in this innovation: I can think of at least two other people I personally know well who deployed similar tent setups in their yards for similar purposes.

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A reader recently pointed me toward an interesting new feature Microsoft added to its widely-used Outlook email and calendar software: support for deep work.

Outlook users can now create a personal “focus plan” that measures how many hours they’re spending dedicated to undistracted work, and can automatically schedule these blocks. Though the tool uses the term “focus time” to label these efforts on your calendar, it also directly uses the term “deep work” in its interface when describing what it’s helping you accomplish (see above).

This is an important shift.

In the first decades of digital knowledge work, human productivity was often viewed through a computer processor metaphor. People were understood as unbounded processors and the goal was to leverage technology to get them as much useful information as possible, with the least amount of friction. In this metaphor, getting more done meant getting more information through the pipeline.

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I was saddened to learn earlier today that Anders Ericsson, creator of deliberate practice theory, recently passed away. Longtime readers of mine know that his work greatly influenced me. I never met Anders in person, but we shared a sporadic correspondence that I cherished. I thought it appropriate to offer a brief personal tribute to his powerful ideas.

Anders tackled the fundamental question of how experts get really good at what they do. The framework he proposed, which clarified a lot of confusion in the field at the time, introduced these two big ideas (among others):

1. When trying to get better at a skill, an effort called “deliberate practice” is most effective. Deliberate practice, which aims to isolate areas that need improvement and then stretch you past your comfort zone to induce growth, is the critical activity that helps individuals move past amateur status in many endeavors, both physical and cognitive.
2. To reach an expert level often requires a lot of deliberate practice. In some of Anders’s more engaging studies, he would sift through accounts of so-called “prodigies”, and identify, time and again, prodigious quantities of deliberate practice surreptitiously squeezed into their early childhood years. As his New York Times obituary recalls, Anders once summarized this finding as follows in an interview: “This idea that somebody more or less discovers, suddenly, that they’re extremely good at something, I’ve yet to find even a single example of that type of phenomenon.”

I first came across Anders’s work in Geoff Colvin’s 2008 book, Talent is Overrated, which blew my mind, and led to a deep dive into deliberate practice theory. It provided an antidote to an increasingly frenetic, digital-mediated world, where everyone was trying to find their passion or seek to somehow transmute social media busyness into accomplishment. It explained a lot about what seemed to resonate for me when I reflected on my own life, or surveyed those I admired around me at MIT or in the biographies of big thinkers I was devouring at the time.

The theory laid the foundations in my own writing for the idea that the type of work you’re doing matters (elaborated in Deep Work), and that meaningful accomplishment often requires the diligent application of such efforts over a long period of time (elaborated in So Good They Can’t Ignore You.)

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Early in his 1994 essay collection, The Gutenberg Elegies, literary critic Sven Birkerts tells a story about his experience teaching an undergraduate course on short stories. He started his students easy, with some Washington Irving, then moved on to Hawthorne and Poe before arriving at Henry James.

It was here that his class “derailed.”

He tried to solicit opinions on the story he’d selected, but came up short. “My students could barely muster the energy for a thumbs-up or -down,” he writes. “It was as though some pneumatic pump had sucked out the last dregs of their spirits.”

As he probed, Birkerts realized the issue wasn’t localized; it wasn’t just the vocabulary, or the diction, or the specific references. The root drove deeper:

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Madison Fischer, a professional sport climber, recently pointed me toward an insightful essay she published on her blog about her battle with social media.

Early in her climbing career, Madison was exposed to Instagram. At first she posted pictures of her cat; then pictures of competitions; then her training; then she had a professional account where she could carefully track the demographics of her viewers, optimizing when she posted, and synchronizing her online behavior with a carefully-calibrated content calendar.

This sudden influencer status was impossibly appealing:

“I wanted the congratulations. I wanted admiration. I wanted my follower count to grow. I wanted everyone to envy my life and achievements. I wanted, no, needed people to tell me I was going places…But you can’t blame me. It’s so easy, so stimulating. It’s not even a statement that you have Instagram, it’s assumed. Everyone’s doing it.”

But something didn’t feel quite right about the increasingly artificial life she was constructing online. Beyond the “obvious egotism” issues, she began to lose touch with her true self: “I started believing this narrative of a girl…living the dream,” she writes, “traveling around the world to compete while finding the time for school, work, and a relationship.”

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In Episode 4 of my Deep Questions podcast (posted Monday), a reader named Jessica asked my opinion about the future of social media. I have a lot of thoughts on this issue, but in my response I focused on one point in particular that I’ve been toying with recently: Facebook may have accidentally developed a fatal flaw.

To understand this claim, we have to rewind to the early days of this social platform. The original pitch for Facebook was that it made it easier to connect online with people you knew. The content model was simple: you setup a profile, people you knew setup profiles, and everyone could then check each others’ vacation pictures and relationship statuses.

For this model to be valuable, the people you knew had to also use the service. This is why Mark Zuckerberg focused at first on college campuses. These were closed communities in which it was easy to build up enough critical user mass to make Facebook fun.

Once Facebook moved into the range of hundreds of millions of users, competition became difficult. The value of a network with a hundred million users was exponentially larger than one with a million, as the former was much more likely to connect you with the people you cared about. It was on the strength of this model that Facebook emerged as a powerful social internet monopoly.

The problem, however, was that they weren’t making enough money.

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