Cal Newport’s “A World Without Email” encourages us to re-examine how we approach communication and interaction in our workplace, especially in a generation where email and digital message platforms have overtaken our primary means of connection. Newport’s book questions if there are ways we can better our inboxes and our time, which is something we may apply in our own work environments.
Reading Newport’s advice, we’ve tried to reflect “A World Without Email” with our own work habits and practices, to see just how much our work environments and experiences could change without the dependence and dominance of digital communication, a phenomenon coined by Newport as the “hyperactive hive mind.”
The primary advice we’ve gathered from “A World Without Email” includes:
- Create a culture of respect for time and attention: Encourage a culture of respect for time and attention by setting clear boundaries for work-related communication. For example, discourage after-hours email and encourage people to take breaks from constant communication to allow for focused work.
- Embrace synchronous communication tools: Newport suggests using more synchronous communication tools like instant messaging and video conferencing for quick discussions and brainstorming sessions instead of relying on email. This reduces the back-and-forth of email and allows for more productive discussions.
- Set clear communication protocols: Establish clear communication protocols and policies, such as when to use email and when to use other communication tools. This ensures that everyone in the organization is on the same page about how to communicate effectively and efficiently.
- Use task management tools: Use task management tools such as Trello to manage workflow and assign tasks, rather than relying on email threads. This helps to keep everyone organized and reduces the need for constant email updates and check-ins.
- Reduce email volume: Finally, Newport suggests reducing the overall volume of email by limiting distribution lists, avoiding “reply all” threads, and creating more concise and clear emails that get to the point quickly. This helps to reduce information overload and makes email a more effective tool when it is needed.
The book also examines the broader cultural and economic factors that contribute to the email overload problem, including the rise of knowledge work and the pressure to constantly be available and responsive. However, we realize that being active and responsive workers doesn’t always have to include falling under the weight of our computer and phone screens.
In the age where digital modes of communication seem to be a majority of how we share and receive information, we realize how much more important it is to find methods where we can focus on our own human connections and collaboration, and how that brings us to bettering our own work experiences, attitudes, and productivity.
As Newport writes, “What you do for a living is much less important than how you do it.” By taking steady steps away from a workflow powered by digital messages, email, and alerts, we can work towards bringing back a more genuine, human element back into our work culture.