{"id":19107,"date":"2018-10-07T21:47:27","date_gmt":"2018-10-08T04:47:27","guid":{"rendered":"http:\/\/blogs.georgefox.edu\/dminlgp\/?p=19107"},"modified":"2018-10-07T21:47:27","modified_gmt":"2018-10-08T04:47:27","slug":"put-out-into-the-deep","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/put-out-into-the-deep\/","title":{"rendered":"Put Out into the Deep"},"content":{"rendered":"

Cal Newport\u2019s Deep Work<\/em> is a strategy book for leaders who want to make sense out of chaos, free themselves from unnecessary distractions, and improve their concentration while working. Newport\u2019s premise holds that multitasking \u201ckills productivity\u201d and promotes shallow work that is ineffective and decreases the global leader\u2019s efficiency in the marketplace.[1]<\/a> I related negatively with Newport\u2019s claims that \u201cmultitasking\u201d creates an attention residue when switching from one task to another and is \u201clikely to demonstrate poor performance on the next task.\u201d[2]<\/a> While I disagree with his findings on multitasking obtained during controlled laboratory experiments on human subjects, I wonder what he is really saying and want to dig deeper and see if I can find any useful themes or ideas that can be used in my dissertation research on spiritual warfare. while following Jesus’ advice to “Put out into the deep” and let my net down for a catch (Luke 5:4).<\/p>\n

First, Deep Work<\/em> strives to help the leader develop distraction free zones of practice that enhances concentration and improve effectiveness. Planning tasks, freeing up time, and eliminating obstacles are all good in the day to day pre-planned activities of life.[3]<\/a> I agree with Newport on this principle. Nevertheless, we must prepare for the \u201clife-happens\u201d events that are not controlled or anticipated outside of the sterile and controlled research laboratory setting. I think this is where my spiritual warfare research could add value to Newport\u2019s work since Christian leaders plan for and utilize Biblical solutions for the dark forces, principalities, and evil schemes of the devil that do not subscribe to Newport\u2019s deep work strategies.<\/p>\n

Second, Newport\u2019s ideas on workplace discipline, scheduling, and time management fits nicely into the Hong Kong multicultural leadership context that we just experienced. I envision some of my cohort members will like his ideas, will make improvements in several ministry areas, but will not give up their day job to join the Deep Work movement.<\/p>\n

Using the Elder approach to critical analysis I pulled several reviews on Deep Work<\/em>.[4]<\/a> \u00a0Dixon says the Deep Work is not for \u201call workplaces\u201d and that it is \u201ceasier said than done.\u201d[5]<\/a> Further, she says that distractions are \u201cpart of the work place\u201d that connect people, organizations, and ideas; \u201cdifferentiating between necessary and unnecessary\u201d distractions is the key to improving focus.[6]<\/a><\/p>\n

Pederson disagrees with Newport\u2019s thesis that the internet is \u201chigh jacking\u201d our ability to concentrate and argues that this is the age of big data, powerful processors, and faster speeds for information flow.[7]<\/a> He argues that future leaders must be able to both \u201cabsorb\u201d diverse sources of information while simultaneously maintaining \u201cfocus\u201d that he calls the \u201cdistraction-focus paradox.\u201d[8]<\/a> Pederson\u2019s cites research on how to manage attention in a distracted age with the following:<\/p>\n