Study Hacks Blog

I’ve spent years studying how knowledge work operates. One thing I’ve noticed about this sector is that it tends to treat the assignment of work tasks with great informality. New obligations arise haphazardly, perhaps in the form of a hastily-composed email or impromptu request during a meeting. If you ask a manager to estimate the current load on each of their team members, they’d likely struggle. If you ask the average knowledge worker to enumerate every obligation currently on their own plate, they’d also likely struggle — the things they need to do exist as a loose assemblage of meeting invites and unread emails.

What prevents this system from spiraling out of control is often a series of implicit friction sources centered on physical co-location in an office. For example:

• If I see you in the office acting out the role of someone who is busy, or flustered, or overwhelmed, I’m less likely to put more demands on you.
• If I encounter you face-to-face on a regular basis, then the social capital at stake when I later ask you to do something via email is amplified.
• Conference room meetings — though rightly vilified when they become incessant — also provide opportunities for highly efficient in-person encounters in which otherwise ambiguous decisions or tasks can be hashed out on the spot.

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By most measures, Nick Saban is one of the most successful college football coaches in the history of the sport. As revealed in a recent interview with ESPN, however, he’s not exactly tech savvy. During this discussion, Sabin revealed that up until the last few weeks, when unavoidable remote work forced some changes, he had never used email.

I think this is an important story. Not because Saban’s specific work habits can be widely replicated (Saban, who was paid $8.6 million last year, has a staff who handles incoming requests), but because it underscores a point that we often forget. Low friction communication makes a lot of modern work easier, because it allows you to avoid the pain of setting up and optimizing systems that organize your efforts. But easy is not the same as effective.

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Earlier this week I explored how practitioners of the deep life sometimes use inspiring environments to amplify the meaning they derive from their work. Today, I want to briefly elaborate on two other strategies I’ve observed for accomplishing this same goal…

The first is establishing cultures of meaning. This is common, for example, in many military communities which emphasize a shared narrative about the honor and noble sacrifice of martial endeavors. If you want to see a contemporary example of this strategy in action listen to basically any episode of former Navy SEAL Jocko Willink’s podcast. He doesn’t dispense advice or opine about the state of the world; he instead mainly interviews war heroes to discuss the gritty reality of their experience. I’ve noticed similar cultures of meanings among teachers, fine craftsmen, and, relevant to recent events, medical professionals, who time after time demonstrate they are willing to keep returning to dangerous and unbelievably trying circumstances. That’s a powerful culture.

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In my recent post about work and the deep life, I mentioned that some practitioners of this philosophy seek ways to amplify the meaning they derive from their craft. There are many strategies to accomplish this goal. One that’s always intrigued me is the use of radical environments to induce more inspiration and extract more satisfaction from one’s work.

For example, Adam Savage’s cave:

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One of the key elements of my deep life philosophy is its emphasis on craft. This topic applies to both professional and leisure pursuits, but in this post, I want to focus on the former. (See Digital Minimalism for more on the latter.)

I became really interested in career development ideas around 2010, when I began the research for what eventually became my fourth book, So Good They Can’t Ignore You. Here’s what I discovered about the standard career thinking embraced by many college-educated young people in our country:

• It understands jobs to be like a contract: you do the work assigned, you get to keep the position.
• It believes career satisfaction results from finding the right job for your natural pre-existing interests. This mindset is summed up by the ubiquitous advice to “follow your passion.” If you don’t like your job, it’s because you chose the wrong field.

The deep life philosophy offers an alternative vision centered on valuable skills:

• It believes security comes from being able to do things that are valuable, and, more generally, being comfortable picking up new valuable skills quickly when circumstances require.
• It believes that satisfaction comes from some combination of autonomy, impact and/or a sense of mastery, which (as I argue in So Good) require valuable skills as a necessary precondition.

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In March of 2009, only a couple years into the life of this blog, I wrote a post that attempted to summarize what I was up to. I titled it: “What the Hell is Study Hacks?” At the time, I was focused exclusively on advice for students. I had published two books for this audience with Random House and had a third about to come out. But as I reread this post recently, I was surprised by the degree to which my circa-2009 ideas for students seemed to resonate with our current conversations. Here’s what I wrote:

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Yesterday’s discussion about productivity and the deep life sparked a really interesting conversation, both in the comments section and my inbox. I thought it might be useful to continue with this topic and see where we end up.

A crucial distinction that seemed to arise from this back-and-forth was between productivity in the business context versus the personal context.

In the business context, productivity refers to the efficiency with which an input is converted into a more valuable output. When applied to workers it refers to the amount of value they are able to produce per unit time spent working. The goal of increasing productivity, roughly speaking, becomes to increase the output reaped for a given salary investment.

It’s this formulation that seems to be creating unease, as it’s one in which productivity is about reducing the quality of the worker’s life, by pushing for ever more frantic output, to increase the return on capital.

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