Study Hacks Blog

The Reading Writer

As a writer I’m required to read lots of books, especially when ramping up a new project, as I am now. The picture above, for example, shows the books I’ve purchased only in the past two days.

I’ve already finished one of them.

My approach to the books I process in my professional life is quite different than my approach to the books I savor in my personal life. The former requires the ruthlessly efficient extraction of key ideas and citations, while the latter unfolds as a slower, more romantic endeavor.

I thought it might be interesting to briefly reveal the method I’ve honed over the years for my professional reading. It’s simple, and the basics should sound familiar to any serious nonfiction reader, but it has served me well.

Here’s the strategy:

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The Disconnected Life

Aziz Ansari recently deleted the web browser from his phone and laptop. He also stopped using email, Twitter and Instagram.

As he explained in an interview with GQ, when he gets into a cab, he now leaves his phone in his pocket and simply sits there and thinks; when he gets home, instead of “looking at websites for an hour and half, checking to see if there’s a new thing,” he reads a book.

Here’s how he explains his motivation:

“Whenever you check for a new post on Instagram or whenever you go on The New York Times to see if there’s a new thing, it’s not even about the content. It’s just about seeing a new thing. You get addicted to that feeling. You’re not going to be able to control yourself. So the only way to fight that is to take yourself out of the equation and remove all these things.”

He was worried when he first deleted his web browsers that he would suffer from not being able to look things up. He soon stopped caring.

“Most of the shit you look up, it’s not stuff you need to know,” he explains.

The journalist interviewing Ansari for GQ reacts to this answer with incredulity. “What about important news and politics?”, he asks.

“Guess what?”, Ansari replies. “Everything is fine! I’m not out of the loop on anything. Like, if something real is going down, I’ll find out about it.”

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An Insightful Life 

Claude Shannon is one of my intellectual heroes.

His MIT master’s thesis, submitted in 1936, laid the foundation for digital circuit design. (My MIT master’s thesis, submitted 70 years later, has so far proven somewhat less influential.)

His insight was simple. The wires, relays and switches that made up the types of complex circuits he encountered at AT&T could be understand as the terms and operators of logic statements expressed in the boolean algebra he encountered as a math major at the University of Michigan.

Though simple, this insight had huge impact. It meant that circuits could be designed and optimized in the abstract and precise language of mathematics, and then transformed back to soldered wires and finicky magnetic coils only at the last step — enabling staggering leaps in circuit complexity.

But he wasn’t done. A decade later, inspired in part by his wartime research efforts, Shannon developed information theory: a mathematical framework that formalizes both techniques and fundamental limits for reliably transmitting information over noisy channels.

(For a popular treatment of this theory, see this or this; for a technical introduction, I recommend this guide).

Put another way, Shannon’s master’s thesis laid the foundation for digital computers, while his information theory paper laid the foundation for digital communication.

Not a bad legacy.

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The Rule of Five

This morning I listened to Srini Rao interview Sarah Peck. Though most of the interview focuses on Peck’s personal life, toward the end they discuss her work as a business consultant.

During this segment, Peck mentioned an interesting heuristic I hadn’t heard before (I’m paraphrasing here): relying only on unstructured communication — e.g., just give everyone an email address or shared Slack channel and then rock and roll — works fine in organizations with five or less employees, but once you grow larger there is too much communication for people to comfortably keep track of everything just in their heads.

At this size, Peck notes, organizations need to introduce systems to document communication and to support structured decisions. It’s no longer enough to simply let emails and chats fly, and hope everything works out. You need more detailed and careful approaches to how people work.

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Late Night Depth

I recently reread Masters of Doom — David Kushner’s entertaining (though cheesily dialogued) history of id Software.

Something new caught my attention this time through the book.

Kushner revealed that id’s ace coder, John Carmack, adopted an aggressive tactic to increase his effectiveness while working on his breakthrough Quake engine: Carmack, seeking a break from distraction, began to shift the start of his workday one hour at a time, until eventually he was starting his programming in the evening and finishing before dawn.

The uninterrupted depth provided by this odd habit allowed Carmack (with help from graphics guru Michael Abrash) to reinvent electronic entertainment with the first lightening fast, fully 3D PC game engine.

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The Pullman Problem

A couple years ago, I stumbled across a series of articles from 1916, published in a business journal called System. The articles detail how the Pullman Company (famous for their eponymous train cars) arrested their slide away from profitability by systematically overhauling their operations.

As I detail in an essay I wrote for Fast Company, a big factor in Pullman’s early 20th century problems would sound familiar to early 21st century ears: communication overload.

As Pullman president, John Runnells, explained, many departments were run with “confusing unrelated systems [that] had been spontaneously developed.”

The result is that everyone was a little involved in everything — disrupting their ability to do their primary work.

If you wanted something from the brass works, to cite an example given in the 1916 articles, you would go over to the brass works and bother someone you knew until you got what you wanted– distracting both of you from your main value-producing crafts.

As Runnells sagely observed, if you don’t build optimized systems to handle logistics, the effort simply gets offloaded, in an ad hoc and disruptive manner, to everyone: “and every man contributing by that much [to these organizational efforts] demoralized his own particular work by the interruption.”

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Insights from Dirty Jobs

Earlier this week, I listened to Brett McKay’s interview with Mike Rowe. As you’ll learn if you listen to the conversation, following his stint as the host of Dirty Jobs, Rowe has become an advocate for the trades.

In this interview, as in many others, Rowe argues that skilled labor (think: plumbing, welding) can be both satisfying and lucrative, and yet there are still somewhere around three million such jobs left unfilled in this country. He credits this gap largely to a contemporary culture that demonizes blue collar work and preaches the best path is always a college degree, followed, God willing, by a pair of Warby Parker glasses and a job as a social media brand manager.

(I might have added that last part.)

I always find Rowe’s thoughts on shifting American work cultures interesting, but there’s a phrase he often uses in these discussions that has recently begun to draw my attention: efficiency versus effectiveness.

Rowe notes that knowledge work seems obsessed with efficiency, while the skilled trades seem more concerned with effectively solving problems (c.f., his infamous TED talk on sheep castration).

The former can be dehumanizing, while the latter tends to be satisfying.

Stepping away from the immediate context of Rowe’s advocacy, I think he has touched on an important point here that highlights a little-discussed problem rotting the core of the knowledge economy…

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