Essentialism Isn’t Minimalism

McKeown, Greg. Essentialism: The Disciplined Pursuit of Less, 2014. Print.

Greg McKeown’s Essentialism has a thesis similar to Richard Koch’s The 80/20 Principle: pursue less and achieve more. This is an attractive offer. It’s a version of Walmart’s USP: “Save money. Live Better.” I.e. spend less and get more. Unfortunately, McKeown too often confuses minimalism and essentialism. The book can’t deliver what McKeown promises because he ultimately doesn’t know what’s essential. 

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Reading Worksheets

My students don’t take reading quizzes. They complete reading worksheets. This vid explains the worksheet’s requirements.

Deep Work? Yes. Deep Worth? Maybe.

Newport, Cal. Deep Work: Rules for Focused Success in a Distracted World. 2016.  

I spend a lot of time thinking about how to be more productive. Cal Newport’s book Deep Work has greatly influenced my approach to productivity this year, and I wanted to offer a more formal review of a book I’ve read three times over the past few months. Computer Science is Newport’s discipline, but productivity is his domain. He was writing books about mastering college while he was still in college, and his degrees from Dartmouth and M.I.T. and professor gig in Georgetown University’s computer science department testify to his own productivity. 

His thesis is that the most immersive, cognitively demanding, and rewarding work we are capable of—what Newport calls deep work—is valuable, rare, and meaningful. Deep work allows us to learn faster and produce more. Consequently, it is the master skill for twenty-first century knowledge workers. We should contrast deep work with shallow work, nearly automatable tasks that we can perform while in a state of distraction. For Newport, an example of deep work would be producing a scholarly paper (he published nine of them during the year he was writing this book) while an example of shallow work would be answering email. Newport argues that the extent to which we can cultivate the ability to work deeply will be the extent of our success.

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Want to Make Change Happen? That’s A Marketing Problem This Book Can Help You Solve

Godin, Seth. This Is Marketing: Making & Sharing Work That Matters. PORTFOLIO PENGUIN, 2018.

I’m a college professor who teaches English, and I have a marketing problem. Our university’s English majors are disappearing, and I’m worried about our university cutting our program. I teach three general education courses a semester, but my passion for my subject area isn’t translating into many converts. Our faculty and student community is solid but not as robust as I wish it were. In short, I have an enrollment problem, which is exactly the problem Seth Godin says marketing was designed to solve. I might think the problem is spreading the word: “If only more people knew!” Godin says that this confuses marketing with advertising. The problem of audience, design, and storytelling all must come first. Marketing is about making change and, if done well, produces a virtuous cycle where I get to help people who want to change themselves or the world do the work they want to do. It’s as simple, and difficult, as that.

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The Black Swan Problem

Taleb, Nassim N. The Black Swan: The Impact of the Highly Improbable. New York: Random House Trade Paperbacks, 2011.

The Book of Job records a divine Black Swan. Without warning, Job loses his children, possessions, health, and the approval of his wife and friends. These events meet the Black Swan’s initial criteria: its unexpectedness and big consequences. The rest of the book concerns Job and his “friends” trying to figure out why Job’s Black Swan event happened. This is the Black Swan’s third criterion: it is only explainable retrospectively. Job’s friends think Job must have sinned because God punishes sinners. Job knows he’s served God and wonders why God is punishing him. Both claims are logical. Sin has consequences, and so does serving God. Yet both Job and his friends are wrong.  No one brings up Satan, who had challenged God concerning Job. The story we’re given—the one Job and his friends never learn—is that Job suffered because he was good. Job and his friends didn’t know what they didn’t know. As a result, they were overconfident in what they did know. When God finally replies to Job, He does not explain the Black Swan. Instead, God confronts Job with his own ignorance.

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How To Make Your Ideas Memorable

Heath, Chip, and Dan Heath. Made to Stick: Why Some Ideas Survive and Others Die. New York: Random House, 2007.

A lawyer asks Jesus, “Who is my neighbor?” Jesus tells him a story about a man traveling from Jerusalem to Jericho. The man gets attacked by robbers and left for dead. Two men, a priest and a Levite, pass by the injured man but do nothing to help. A Samaritan sees the injured man and gets him shelter and pays for his accommodations while he’s recuperating. Jesus then asks the lawyer, “Which of these three was a neighbor to the attacked man?”

The parable of The Good Samaritan does not appear in Chip and Dan Heath’s book Made to Stick, but it embodies the book’s core idea: communicating a message worth remembering in a memorable way.

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“I Couldn’t Put These Books Down!”

Yesterday, I finished Jhumpa Lahiri’s novel The Namesake. It took me two days to read it, and in fact, I stayed up late last night to complete it because I wanted to finish it so badly.

Every time I have this experience, I’m grateful. It gives me a taste of the kind of passion I should, but don’t often, have for God’s word. It also gives me hope as I continue to teach literature for a living, and I would be a lousy teacher indeed if I wanted my students to have an experience with a book I never had (of only had in the past).

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