The issues this books discuss (the effects of the Anthropocene and, a phrase I haven't heard before but quite liked, the 'Deflation of Expertise') are very important issues. And any approach to mindsets that can help us as individuals better know how to think about and address these issues is beneficial to share.
However, what I got from this book wasn't what I was expecting. I expected more time walking through exercises to engage in Deep Time Thinking, to understand what it really means. What I got instead was a lot, a LOT of anecdotes about the authors time working alongside Safety Case Experts in Finland and how their organization worked towards safely identifying a place to store nuclear waste. These folks really did deep time thinking, at a highly technical level, with mathematical modelling and other techniques.
I don't feel that this came across. The author over-indexed on describing how the safety case operated, in immense detail, then summarizing from it "Reckonings" that were ways we could think based on what they did.
This was, ultimately, only mildly insightful and blandly written. And dedicating an entire chapter to the impact of one such expert dying, focusing more on anecdotes people told about that person after they did, was overkill. If you've been involved in business for any period of time and had a talented colleague leave an organization for whatever reason, you understand the idea of a 'bus factor'. Yet he presented it in such deep detail it felt like he felt there was a unique insight there that was specific to deep time thinking. I'm not sure I got that insight.
Unfortunately, I walked away from this book knowing more about how Finlands Safety Case Experts work than I did about Deep Time Thinking.