2. DeepWork by Cal Newport
2.Cal Newport深度工作

I'm Elaine. Thisis the big idea selling books in 15 minutes on Himalaya learning today, we'llbe reading deep work by Cal Newport
我是伊蓮。這是一個在15分鐘內銷售喜馬拉雅學習書籍的好主意。今天，我們將閱讀Cal Newport的深度作品

email is anessential tool for almost all knowledge workers. It's the main medium ofcommunication with colleagues and clients. And since the advent of smartphones,email has become available anytime, anywhere as a result of emails,accessibility, many people feel compelled to respond to incoming messagesimmediately.
電子郵件是幾乎所有知識工作者必不可少的工具。它是與同事和客戶溝通的主要媒介。而自從智能手機問世以來，電子郵件變得隨時隨地都可以使用，由於電子郵件的無障礙性，許多人感到不得不立即對收到的信息做出回應。

At first blush,this might not seem like a problem. But has the omnipresence of email and itsdemands actually benefited productivity at work. Do email habits help maximizeoutput or is this essential tool a distraction that stands in the way ofworker's full potential? Cal Newport and associate professor of computerscience at Georgetown university believes that email, at least the way mostpeople use it is just one of many daily distractions that burden knowledgeworkers in the modern world.
乍一看，這似乎不是個問題。但是電子郵件的無所不在及其需求是否真的有利於工作效率的提高呢。電子郵件習慣有助於最大限度地提高產出，還是這一重要工具妨礙了員工充分發揮潛能？喬治敦大學（Georgetown university）計算機科學副教授卡爾•紐波特（calnewport）認為，電子郵件，至少是大多數人使用它的方式，只是現代世界中眾多分散知識工作者負擔的日常事務之一。

Newport sets outto confront this problem of distraction in deep work rules for focused successin a distracted world. Deep work is a term coined by Newport himself. And itdescribes the type of professional activity that requires a state ofdistraction, free concentration that pushes cognitive capabilities to their
紐波特著手解決這一分散注意力的問題，在一個心煩意亂的世界里，為了獲得集中的成功，在深入的工作規則中。深度工作是紐波特自己發明的一個術語。它描述了一種需要分心、自由專注的職業活動，這種狀態能將認知能力推向他們

limit.
限制。

Newport explainswhy we need deep work. What makes it so difficult to achieve and how we can doit better. So let's dive into the book. Knowledge workers live in a world ofdistractions that deprives them of the concentration necessary to produce theirbest work. They get pulled into too many meetings, click on too many headlines,check, too many Facebook statuses work in open offices with too many people.
紐波特解釋了為什麼我們需要深入研究。是什麼讓它如此難以實現，以及我們如何才能做得更好。所以讓我們深入閱讀這本書。知識型員工生活在一個分心的世界里，這使得他們無法集中精力完成最好的工作。他們被拉進了太多的會議，點擊了太多的頭條新聞，查看了太多的Facebook狀態，在很多人的開放辦公室里工作。

And yes, get bogged downby too many emails. Among workers, many
是的，被太多的電子郵件所困擾。在工人中，很多人

distractions.Email is a prime instigator. It's always on. It's always sending notifications.It's always placing demands on people's time. If someone is working onsomething important and challenging, answering an incoming email is easier thanfocusing on the matter at hand while still having that superficial veneer ofgetting work done.
分散注意力。電子郵件是主要的煽動者。它總是開著的。它總是發送通知。它總是要求人們的時間。如果有人在做一些重要的、有挑戰性的事情，回復一封收到的電子郵件比專注於手頭的事情要容易得多，而表面上卻還帶著完成工作的表面。

This is calledshallow work, the opposite of deep work. And it's a dominant habit in theculture of many companies. Attendance at meetings is mandatory. Email has to beon a company, issued smartphone tweeting about the company's products orservices is an implied expectation. And so on these things might seem harmless,but shallow work actually pulls people away from the distraction freeenvironment needed to produce their best work.
這叫做淺工作，與深工作相反。在許多公司的文化中，這是一種占主導地位的習慣。必須出席會議。電子郵件必須在一家公司上，發布智能手機推特上發布關於公司產品或服務的信息是一種隱含的期望。諸如此類的事情看似無害，但膚淺的工作卻把人們從一個無干擾的環境中拉出來，而這正是他們創作出最佳作品所需要的。

If not properlymanaged shallow work, ultimately strangles concentration, which is the lifeblood of deep work. Yeah. That concentration is required to learn something newis not revolutionary. What is revolutionary? However, is the formal study ofcognition and retention that has taken place in the last 50 years.
如果淺層工作管理不當，最終扼殺了專注，這是深部工作的生命血液。是啊。學習新事物所需要的專注並不是革命性的。什麼是革命？然而，這是近50年來對認知和記憶的正式研究。

In the 1970s, scientists formed a new field called performancepsychology
在20世紀70年代，科學家們形成了一個新的領域，叫做表現心理學

and beganstudying what separated experts from everyone else. They found that theinherent distinction between experts and non-experts is not hard and fastnon-experts could become experts and experts had once been nonexperts.
專家和其他人開始研究什麼。他們發現，專家和非專家之間的固有區别並不難，非專家可以迅速成為專家，而專家曾經是非專家。

The chiefdifference between these two groups was a lifelong period of deliberate effortto improve performance in a specific domain. In other words, practice with veryfew exceptions experts capable of doing complex mathematics or writing novelshave spent considerable time and energy in their fields before they were ableto produce great work.
這兩個群體之間的主要區别在於他們一生都在努力提高某一特定領域的績效。換言之，除了極少數例外，能夠做復雜數學或寫小說的專家在他們能夠寫出偉大的作品之前，已經在他們的領域花費了相當多的時間和精力。

The practicerequired to master a skill is specifically defined as focused attention, whichis antithetical to the diffused attention of shallow work habits practiced inmany workplaces while psychologists were able to identify that practiceproduces experts. Neuroscientists were able to study the brain to determine whypractice works.
掌握一項技能所需的實踐被明確定義為集中注意力，這與在許多工作場所普遍存在的淺層工作習慣分散注意力的做法是相反的，而心理學家能夠確定實踐產生專家。神經科學家能夠研究大腦，以確定實踐為何奏效。

When a personfocuses intensely on a specific skill, they force the circuits in their brainrelevant to that skill, to fire this repetitive use of specific brain circuitscauses layers of myelin to form around that circuits. Neurons. Okay. Myelin isa fatty tissue that grows around neurons and acts like an insulator, allowingthe wrapped cells to fire faster and cleaner as a person continues to practicea given skill, the pathway in their brain that allows them to do it becomescemented in myelin, making the skill easier to access and easier to do.
當一個人集中精力於某項特定技能時，他們會強迫大腦中與該技能相關的回路，從而激發這種重復使用特定腦回路的行為，導致該回路週圍形成髓鞘層。神經元。可以。髓鞘是一種脂肪組織，生長在神經元週圍，起著絕緣體的作用，當一個人繼續練習某項技能時，被包裹的細胞可以更快、更干淨地燃燒，大腦中允許他們這樣做的通道就被固定在髓鞘中，使這項技能更容易獲得，也更容易完成。

If howeverdistractions occurred during practice new circuits related to the distractingactivity, begin to fire. Instead as a result, the brain ceases to cement thepathway essential to the development of the skill at hand, due to the haphazardneural firing from these new distracting stimuli. These academic studies arerelevant to the modern workplace because it's nearly impossible to sustain acareer as a 21st century knowledge worker without developing new skills.
然而，如果在練習過程中出現了與分心活動相關的新回路，則開始點火。結果，由於這些新的干擾性刺激的隨意性神經放電，大腦不再鞏固發展手邊技能所必需的通路。這些學術研究與現代工作場所相關，因為如果不發展新技能，幾乎不可能維持21世紀知識工作者的職業生涯。

Technology hasbeen successfully disrupting work habits over the course of the last twocenturies. But within the last four decades, workers have seen thesedisruptions unfold over the course of periods of months and years, rather thandecades and generations. In order to maintain a career and certainly to advancewithin a career, it's necessary to learn new skills and to learn them often.
在過去的兩個世紀里，科技已經成功地打破了人們的工作習慣。但在過去的四十年里，工人們目睹了這些破壞是在數月甚至數年的時間里展開的，而不是幾十年和幾代人。在他們的職業生涯中學習和保持新的技能是必要的。

And as describedearlier, the best way to learn new skills is through practice. But. Even ifknowledge workers recognize the value of achieving a state of deep work with somany bad habits already formed and bad expectations set at work, just wantingto be a deep worker is not enough. Workers need to design an environmentconducive to achieving deep work and then zealously guarded.
如前所述，學習新技能的最佳方法是通過實踐。但是。即使知識型員工認識到在工作中已經形成了這麼多壞習慣和壞的期望值，實現深度工作狀態的價值，僅僅想成為一名深度工作者是不夠的。工人們需要設計一個有利於深入工作的環境，然后積極地加以保護。

So what does adeep work environment look like? Every person will have their own uniqueversion of a deep work environment, but there are important commonalities amongthem. The first is that the environment must compliment the work avice-president of a marketing firm in New York city. Can't spend two months ina cabin in the Catskills without internet connectivity, whereas a sciencefiction writer trying to finish a novel.
那麼深度工作環境是什麼樣子的呢？每個人都會有自己獨特的深度工作環境，但其中有一些重要的共同點。首先，環境必須與紐約市一家營銷公司的副總裁的工作相得益彰。不能在卡茨基爾的小屋里呆上兩個月没有網絡連接，而科幻作家卻在努力完成一部小說。

Ken Newportrefers to this latter scenario as the monastic philosophy of deep workscheduling. This is the gold standard for deep work, but for most knowledgeworkers, like a vice-president at a marketing firm in New York, it'simpractical. So more flexible solutions and philosophies can be adopted.
Ken Newport將后一種情況稱為深度工作安排的修道院哲學。這是深度工作的黃金標準，但對於大多數知識型員工來說，比如紐約一家營銷公司的副總裁，這是不切實際的。因此，可以采用更靈活的解決方案和理念。

These morepractical approaches are called the bi-modal rhythmic and journalisticphilosophies. And in them time division is the guiding principle in all threephilosophies, clearly defined stretches of time. Must be dedicated to deeppursuits with the only difference being how much time is set aside.
這些更實際的方法被稱為雙模態節奏和新聞哲學。在這三種哲學中，時間劃分是指導原則，明確界定了時間的長度。必須致力於深入的追求，唯一不同的是留出多少時間。

A critical pointis that these stretches have to be free from the distractions of work and life,email, socialization meetings, phone calls, and downtime activities like websurfing are given their own defined stretches in the day. But when it's time todo deep work, workers must be monastic about their commitment, the bi-modalphilosophy demands at least one full day of committed deep work.
關鍵的一點是，這些伸展運動必須遠離工作和生活的分心，電子郵件、社交會議、電話和諸如網上衝浪之類的停工活動在一天中都有自己的規定。但是，當到了做深度工作的時候，工人們必須對他們的承諾保持修道，雙峰哲學要求至少有一整天的投入深度工作。

An app developerwho needs to work out bugs in time for a deadline might be a practitioner ofthe bi-modal philosophy for those who can not dedicate that much time to deepwork, the rhythmic and journalistic philosophies are attractive because theyprovide more flexibility. The rhythmic philosophy, stresses and adherence to aprepared schedule committing time each day for deep work and shallow work.
一個需要在截止日期前及時解決錯誤的應用程序開發人員可能是一個雙模哲學的實踐者，對於那些不能花那麼多時間深入工作的人來說，節奏和新聞哲學很有吸引力，因為它們提供了更大的靈活性。有節奏的哲學，強調和堅持一個事先準備好的時間表，每天把時間花在深度工作和淺層工作上。

The journalisticphilosophy on the other hand is less structured, but still effective. The basicidea is when the time arrives for deep work, take it. No one philosophy isbetter than the other. The best philosophy is the one that works best for theworker's life and career. Here are Newport's guidelines for actually performingdeep work.
另一方面，新聞哲學的結構不那麼嚴密，但仍然有效。基本思想是，當深入工作的時間到了，抓住它。没有一種哲學比另一種更好。最好的哲學是對工人的生活和事業最好的哲學。這是新港的工作指南。

First focus onan important goal, a wildly important goal. There's evidence that the more onetries to do the less one actually accomplishes instead of trying to do more oneshould identify the single most important goal, letting trivial things fall tothe wayside. After identifying that wildly important goal, one must focus onthe actions that expressly helped them achieve it.
首先關注一個重要的目標，一個非常重要的目標。有證據表明，一個人越是努力去做，他實際上完成的就越少，而不是試圖去做更多的事情，人們應該確定一個最重要的目標，讓瑣碎的事情落在一邊。在確定了這個極其重要的目標之后，我們必須專注於那些明確幫助他們實現目標的行動。

These types ofactions are called lead measures. Lead measures, create new behaviors thatdrive success on lag measures, lag measures, track how well one is achievingtheir wildly important goal. Focusing on lead measures, such as how many hours,one dedicates to projects each week is immediately actionable and ultimatelyhelps to boost lag measures.
這些類型的行動被稱為領導措施。領導措施，創造新的行為來推動滯后措施的成功，滯后措施，跟蹤一個人在多大程度上實現了他們極其重要的目標。專注於領先指標，例如每週投入多少時間，可以立即付諸行動，最終有助於推動滯后措施。

This focus onlead measures also provides a trackable scoreboard for an individual or a team.Another helpful motivator in sustaining deep work, people are motivated bycompetition, even competition with themselves and having measurable indicatorsdrives deep work commitments. Finally accountability is critical, whether it'sa team working together or an individual focused on their own work, periodicreviews of the scoreboard provide opportunities for assessment, encouragementand correction.
這種對領先指標的關注也為個人或團隊提供了一個可跟蹤的記分板。另一個有助於推動深度工作的因素是，人們受到競爭的激勵，甚至是與自己的競爭，並且有可測量的指標來推動深度工作的承諾。最后，責任感是至關重要的，無論是團隊合作還是個人專注於自己的工作，對記分板的定期審查提供了評估、鼓勵和糾正的機會。

So these arehelpful guides while practicing deep work, they are not sufficient on theirown. While a deep work schedule can be made and honored, and the intention tofocus on the right things might be there. It's possible that one's mind mightnot engage with deep work. The mind may flirt with other ideas, dancing throughdistractions and stealing away time.
所以這些都是很有幫助的指導，在實踐深層次的工作，他們本身是不夠的。雖然可以制定一個深入的工作計劃並加以尊重，而且專注於正確的事情的意圖可能就在那里。有可能一個人的大腦可能不參與深度工作。大腦可能會與其他想法調情，在分心的情況下跳舞，偷走時間。

That should bededicated to doing work. How does someone keep their mind from falling intothese habits? One way is to embrace boredom. The ability to focus comes frompractice as previously discussed and boredom is shown to improve concentrationbecause it keeps people from a dangerous alternative, constant stimulation.
應該致力於工作。一個人怎樣才能不讓自己陷入這些習慣呢？一種方法是擁抱無聊。如前所述，集中注意力的能力來自於練習，而無聊可以提高注意力，因為它使人們遠離危險的替代品，不斷的刺激。

According to theresearch of one Stanford professor, most people who incessantly multitask areincapable of concentration. Boredom offers a cure to the assault ofmultitasking because it provides relief from stimulation, standing in line atthe bank, likely isn't an opportunity to do deep work, but curbing the impulseto check a smartphone will help lay the groundwork for a mind capable of doingdeep work when the time is right.
根據斯坦福大學一位教授的研究，大多數人總是一心多用，無法集中注意力。無聊是解決多重任務攻擊的良方，因為它可以減輕刺激，在銀行排隊，很可能不是做深度工作的機會，但抑制檢查智能手機的衝動將有助於為在適當的時候能夠進行深度工作的頭腦打下基礎。

The embrace ofboredom is a challenge and it's made all the more difficult due to manypeople's participation in social media by constantly providing stimulation,these network tools directly and indirectly affect people's ability toconcentrate. One solution to break the habit of distraction perpetuated bysocial media is to calculate the benefits and costs of network tools.
對無聊的擁抱是一個挑戰，由於許多人通過不斷提供刺激而參與社交媒體，這些網絡工具直接或間接地影響人們集中注意力的能力，這使得這一切變得更加困難。打破社交媒體長期存在的分散注意力的習慣的一個解決方案是計算網絡工具的收益和成本。

Every person'sresults will be different. Some people will be able to articulate clearbenefits of social media, to their careers, such as those who need to stay ontop of news developments or know about tech trends, many others, however, willcome to see the incredible amount of time that these tools demand whileoffering few, if any returns.
每個人的結果都不一樣。有些人將能夠清楚地闡明社交媒體對他們的職業生涯的好處，比如那些需要隨時掌握新聞動態或了解技術趨勢的人，然而，許多其他人將看到這些工具所需的難以置信的時間，而這些工具幾乎没有回報。

Finally in orderto maximize deep work, shallow work must be tamed, particularly the distractionpresented by emails, which brings things full circle. Knowledge workers rarelyhave full license over their work lives. So it's unreasonable to expect acomplete elimination of shallow work. It should be noted that shallow work isnot always fruitless.
最后，為了最大限度地進行深層次的工作，必須馴服淺層工作，特别是電子郵件所帶來的分心，這會使事情變得更復雜。知識型員工很少對他們的工作生活有完全的許可證。因此，指望徹底消除膚淺的工作是不合理的。應該指出的是，淺薄的工作並不總是徒勞的。

Some emails doneed responding and some meetings do need it attending. However, workers shouldscreen nice a day's work and identify what was actually accomplished with eachtask. The goal of taming shallow work is to minimize its impact on a schedulewhen it has to be done, it is done smartly and does not unnecessarily multiply.
有些電子郵件確實需要回復，有些會議需要它參加。然而，員工應該篩選一天的工作，並確定每項任務的實際完成情況。馴服淺層工作的目的是儘量減少它對進度的影響，當它必須要做的時候，它被巧妙地完成，而不是不必要的增加。

Thus by focusingon how to efficiently and effectively address shallow work. Deep work isenhanced because it is liberated from the volume of disruptions anddistractions. Deep work will not fit every person's lifestyle career or needs.It demands considerable time and energy, as well as the motivation to improveone's work and the commitment to follow through.
因此，通過關注如何高效有效地解決淺層工作。深度工作得到加強，因為它從大量的干擾和干擾中解放出來。深度工作不適合每個人的生活方式、職業或需求。它需要相當多的時間和精力，以及改進工作的動力和堅持到底的決心。

But for workerswho desire high levels of performance and are up for the challenge Newport'smethods provide a blueprint to get started regardless of the philosophy chosenby modal. Rhythmic or journalistic. Each one is defined by the same commitmentsto time management, monastic, isolation, and abstention from distractionsstrictly ordered to effect deep work.
但對於那些渴望高水平績效並準備迎接挑戰的員工，無論莫代爾選擇了什麼樣的理念，紐波特的方法都提供了一個開始的藍圖。有節奏的或新聞的。每一個都是由同樣的承諾來定義的，時間管理，僧侶，隔離，和戒除干擾，嚴格要求，以達到深入的工作。

As the research has shownexperts are not born. They are made and they are made by deep work. .
研究表明，專家並非天生的。它們是由深加工而成的。