Areas Of Expertise Quotes

Writers have no real area of expertise. They are merely generalists with a highly inflamed sense of punctuation.

When I say develop your skills, I don’t mean related to every business area of that industry. This is not very realistic. I mean, the field of your expertise in that industry.

Her areas of expertise are bar codes, book titles and maps - she has an original Parker Brothers map of the world.

I should have known what you would do,” Jem said in a low voice. “I always know what you will do. I should have known you would put your hands into the fire.” “And I should have known you would throw that packet away,” said Will, without rancor. “It was—it was a madly noble thing to do. I understand why you did it.” “I was thinking of Tessa.” Jem drew his knees up and rested his chin on them, then laughed softly. “Madly noble. Isn’t that meant to be your area of expertise? Suddenly I am the one who does ridiculous things and you tell me to stop?” “God,” said Will. “When did we change places?” The firelight played over Jem’s face and hair as he shook his head. “It is a very strange thing, to be in love,” he said. “It changes you.” Will looked down at Jem, and what he felt, more than jealousy, more than anything else, was a wistful desire to commiserate with his best friend, to speak of the feelings he held in his heart. For were they not the same feelings? Did they not love the same way, the same person? But, “I wish you wouldn’t risk yourself,” was all he said. Jem stood up. “I have always wished that about you.” Will raised his eyes, so drowsy with sleep and the tiredness that came with healing runes that he could see Jem only as a haloed figure of light. “Are you going?” “Yes, to sleep.” Jem touched his fingers lightly to Will’s healing hands. “Let yourself rest, Will.

I have learned that newborn infants roll their eyes around and move their heads and their arms in short jerky spasms. And if you homeschool them, they will stay this way forever.

In addition to specific areas of expertise, it's crucial to consider the overall balance and diversity of the board. A board with a mix of ages, genders, ethnicities, and professional backgrounds is more likely to bring a wide range of perspectives and experiences to the table, leading to more robust discussions and better decision-making.

This is one of the defining sorrows of books: that we cannot see one another.

Manly deeds, womanly hands.

Don’t limit yourself, discover new areas of expertise

Don’t worry about it. Just look ahead to the next question. You didn’t get here by accident. You passed the test. You deserve to be here. These categories maybe don’t line up with your areas of expertise. But you’re bright. Keep your head up. Move forward. Keep going.

We have all been empowered by the web: everyone with a keyboard can now effectively broadcast to a national audience. In a sense, it puts each of us on the same footing as the major media conglomerates, except for AOL, who now apparently own all our thoughts and teeth.

-The Wallflower A wall flower at a dance is not always a wall flower everywhere. We all have our areas of expertise and our areas of inability or inexperience. The problem is that many people become wallflowers in too many areas of their lives because they have given things a try and felt foolish in the end. And because no one likes to appear foolish many decide that it is better to simply blend in. “If I don’t do anything different, I won’t ever look foolish,” the reason, “No one will laugh at me or tease me.” Why are we so concerned about what our peers think of what we are doing, wearing, or saying??? One of my favorite quotes is by Earl Nightingale. He said, “You wouldn’t worry so much about what other people thought of you if you only realized how little they do.” Exactly. Most people are too worried about themselves to really care about what you are doing! And for those who can put on blinders and remain oblivious to the possible embarrassment of total failure, it is usually cheers – and not jeers – that await them.

If I have any expertise, it is in the realm of spiritual darkness: fear of the unknown, familiarity with divine absence, mistrust of conventional wisdom, suspicion of religious comforters, keen awareness of the limits of all language about God and at the same time shame over my inability to speak of God without a thousand qualifiers, doubt about the health of my soul, and barely suppressed contempt for those who have no such qualms. These are the areas of my proficiency.

Your calling is you unique area of expertise

You say you have nothing to write about? How do you find things to talk about? You can write about those things you like to talk about, that's your area of expertise

We're in a bad situation, and bad situations happen to be my area of expertise.

This is not to say there are not Chicagoans. But I would suggest that they are a nomadic people, whose lost home exists only in their minds, and in the glowing crystal memory cells they all carry in the palms of their hands: a great idea of a second city, lit with life and love, reasonable drink prices at cool bars, and, of course, blocks and blocks of bright and devastating fire.

How to Win a Fight - Step 1: Always make eye contact. Step 2: Go ahead and use henchmen - these days it's unnecessary and frowned upon to fight your own battles, especially with so many henchmen out of work. Step 3: Run lots of attack ads - I have run about 500 attack ads this year, and I expect that I will buy even more air time next year, because my enemies are getting stronger.

The implication was that either the people in the room needed to change their areas of knowledge and expertise or people themselves needed to be changed

The mental arena isn’t my area of expertise,” he said, “but I know this: your thoughts can be the enemy, or you can make them your ally.

A corporation can do many things that an employee cannot, like pay expenses before paying taxes. That is a whole area of expertise that is very exciting. Employees earn and get taxed, and they try to live on what is left. A corporation earns, spends everything it can, and is taxed on anything that is left. It’s one of the biggest legal tax loopholes that the rich use.

Schwitzgebel even scrounged up the missing-book lists from dozens of libraries and found that academic books on ethics, which are presumably borrowed mostly by ethicists, are more likely to be stolen or just never returned than books in other areas of philosophy.49 In other words, expertise in moral reasoning does not seem to improve moral behavior, and it might even make it worse (perhaps by making the rider more skilled at post hoc justification).

It sounded like the usual—seduce and ruin, my area of expertise, also my area of boredom.

We've all got our own areas of expertise.

And are we not worthy?” she asked, rolling the end of one ceramic chopstick back and forth between the thumb and index finger of her right hand. “Are our lives devoid of merit? Are we not generous to our friends, kind to strangers, skilled in our areas of expertise, reliable with rent, gentle with children, quick to phone an ambulance when we see a man hit by a car, thoughtful in word and deed? Do we not have worth enough? Are we not already perfect? Perfectly ourselves? Perfect in being who we are?” “I have no one to measure that quality against.” “Do you believe in God?” “No.” “Do you have eyes, judgement?” “And I see the world, but I have no one else’s eyes to measure my own vision against.” “Of course you do. You have the words of friends and strangers. You have discourse and reason. You have critical thought, which may be trained to the highest degree. In short, you do not need the world to tell you what to be. Especially if the world tells you that you are never good enough.

We traipsed back in again to inspect the damage. At least, Pennyroyal and Markham inspected the damage; Smallhope searched the prisoners and I put the kettle on. We all have our own areas of expertise.

Pointing to the mutual envy of businessmen and politicians who are often out of their field in each other's area,, the author quotes the wisdom, "A wise shoemaker sticks to his trade and maintains a mouthful of nails.

Don’t be afraid to say no to projects. Prove that you’re serious about specialization by turning down work that falls outside your area of expertise. The more people you say no to, the more referrals you’ll get to people who need your product or service.

Lots of us have expertise in particular areas. Becoming an expert in something means that we become more and more fascinated by nuance and complexity. That’s when the Curse of Knowledge kicks in, and we start to forget what it’s like not to know what we know.

Don't worry about it. Just look ahead to the next question. You didn't get here by accident. You passed the test. You deserve to be here. These categories maybe don't line up with your areas of expertise. But your bright. Keep your head up. Move forward. Keep going.

We have a crisis of leadership in America because our overwhelming power and wealth, earned under earlier generations of leaders, made us complacent, and for too long we have been training leaders who only know how to keep the routine going. Who can answer questions, but don’t know how to ask them. Who can fulfill goals, but don’t know how to set them. Who think about how to get things done, but not whether they’re worth doing in the first place. What we have now are the greatest technocrats the world has ever seen, people who have been trained to be incredibly good at one specific thing, but who have no interest in anything beyond their area of exper­tise. What we don’t have are leaders. What we don’t have, in other words, are thinkers. People who can think for themselves. People who can formulate a new direction: for the country, for a corporation or a college, for the Army—a new way of doing things, a new way of looking at things. People, in other words, with vision.

What are bad recommendations you hear in your profession or area of expertise? If you put ten people in a room and they have to choose an ice cream flavor, they’re gonna arrive at vanilla. There is always constant pressure to conform. But originality only happens on the edges of reality. And working on that line is always dangerous because it’s only a short step to disconnected insanity. So resist temptations and advice to play to the middle. The best work always comes from pushing the edge.

We tend to assume that when people are experts at one thing, their expertise extends to other areas as well.

We can learn so much looking outside our core field of expertise.

Expertise in any given single area is not enough to guarantee either prudent policies or the avoidance of blunders.

Because you can't unknow your life's experiences,' Grif said. This was his area of expertise.

Especially when it came to the videogames. Videogames were my area of expertise. My double-weapon specailization. My dream Jeopardy! category.

We are all capable of foolishness, it's just that we have a different area of expertise.

In the process, Albuquerque was consolidating a revolutionary concept of empire. The Portuguese were always aware of how few they were; many of their early contests were against vastly unequal numbers. They quickly abandoned the notion of occupying large areas of territory. Instead, they evolved as a mantra the concept of flexible sea power tied to the occupation of defendable coastal forts and a network of bases. Supremacy at sea; their technological expertise in fortress building, navigation, cartography, and gunnery; their naval mobility and ability to coordinate operations over vast maritime spaces; the tenacity and continuity of their efforts—an investment over decades in shipbuilding, knowledge acquisition, and human resources—these facilitated a new form of long-range seaborne empire, able to control trade and resources across enormous distances. It gave the Portuguese ambitions with a global dimension.

Mission Control Center (MCC) at the Johnson Space Center (JSC) has got to be one of the most formidable and intellectually stimulating classrooms in the world. Everyone in the room has hard-won expertise in a particular technical area, and they are like spiders, exquisitely sensitive to any vibration in their webs, ready to pounce on problems and efficiently dispose of them.

Schwitzgebel even scrounged up the missing-book lists from dozens of libraries and found that academic books on ethics, which are presumably borrowed mostly by ethicists, are more likely to be stolen or just never returned than books in other areas of philosophy.49 In other words, expertise in moral reasoning does not seem to improve moral behavior, and it might even make it worse

On the Soyuz, there’s simply not room to fly someone whose main contribution is expertise in a single area. The Russian rocket ship only carries three people, and between them they need to cover off a huge matrix of skills. Some are obvious: piloting the rocket, spacewalking, operating the robotic elements of the ISS like Canadarm2, being able to repair things that break on Station, conducting and monitoring the numerous scientific experiments on board. But since the crew is going to be away from civilization for many months, they also need to be able to do things like perform basic surgery and dentistry, program a computer and rewire an electrical panel, take professional-quality photographs and conduct a press conference—and get along harmoniously with colleagues, 24/7, in a confined space.

When, one day, Kamaswami held against him that he had learned everything he knew from him, he replied: “Would you please not kid me with such jokes! What I’ve learned from you is how much a basket of fish costs and how much interests may be charged on loaned money. These are your areas of expertise. I haven’t learned to think from you, my dear Kamaswami, you ought to be the one seeking to learn from me.

COMMUNITIES OF PRACTICE are groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis.

As entrepreneurs we have a “can do” mindset. This often means that when something needs to be done, we are tempted to just roll up our sleeves and just do it. However, spending a lot of time doing things that aren’t your area of expertise or aren’t a good use of your time can quickly become a very expensive exercise. Remember, money is a renewable resource—you can always get more money but you can never get more time.

The worldwide destruction of the feminine knowledge of agriculture evolved over four to five thousand years by a handful of white male scientists in less than two decades has not merely violated women as experts but, since their expertise is modeled on nature’s system of renewability, has gone hand in hand with the ecological destruction of nature’s processes and the economic destruction of poor people in rural areas.

One of the many interesting and appealing things about questioning is that it often has an inverse relationship to expertise—such that, within their own subject areas, experts are apt to be poor questioners. Frank Lloyd Wright put it well when he remarked that an expert is someone who has “stopped thinking because he ‘knows.’”2 If you “know,” there’s no reason to ask; yet if you don’t ask, then you are relying on “expert” knowledge that is certainly limited, may be outdated, and could be altogether wrong.

In a perfect world, politics is boring, informed by debate but assured of a mutual understanding that the civic good matters. It’s tree-cutting permits and public transport levies and people who go to school for years and years to learn how to best pass a thoroughfare through a residential area. Republicanism, in its current form, proposes the exact opposite—treason trials for political opponents, the stripping away of any societal covenant, a war on expertise. In the right-wing vision of America, every societal interaction is an organ harvest, something vital snatched from the civic body, sold for one kind of profit or another. It’s a vision that produces an almost unmatched clarity in the base, an unmatched loyalty: Which side of this operation do you want to be on?

Fast flow requires restricting communication between teams. Team collaboration is important for gray areas of development, where discovery and expertise is needed to make progress. But in areas where execution prevails—not discovery—communication becomes an unnecessary overhead.

You see, this is my problem. Most of my kind have a focus—not as sharply focused as Two Foxes or Black Marbled Rockfrog, necessarily, but they have an area of expertise, at least. Whereas I … I like everything. Everything is interesting. I know about a lot of things, but only a little in each regard.

Capacity for keen observation • Exceptional ability to predict and foresee problems and trends • Special problem-solving resources; extraordinary tolerance for ambiguity; fascination with dichotomous puzzles • Preference for original thinking and creative solutions • Excitability, enthusiasm, expressiveness, and renewable energy • Heightened sensitivity, intense emotion, and compassion • Playful attitude and childlike sense of wonder throughout life • Extra perceptivity, powerful intuition, persistent curiosity, potential for deep insight, early spiritual experiences • Ability to learn rapidly, concentrate for long periods of time, comprehend readily, and retain what is learned; development of more than one area of expertise • Exceptional verbal ability; love of subtleties of written and spoken words, new information, theory, and discussion • Tendency to set own standards and evaluate own efforts • Unusual sense of humor, not always understood by others • Experience of feeling inherently different or odd • History of being misunderstood and undersupported • Deep concerns about universal issues and nature, and reverence for the interconnectedness of all things • Powerful sense of justice and intolerance for unfairness • Strong sense of independence and willingness to challenge authority • Awareness of an inner force that “pulls” for meaning, fulfillment, and excellence • Feelings of urgency about personal destiny and a yearning at a spiritual level for answers to existential puzzles

Although Martin Toscher, MD, is considered an authority in his field, he would gladly trade his laurels to completely eliminate his area of expertise. Examining one child for evidence of sexual abuse is more than enough; the fact that he's logged hundreds of cases in Maine is phenomenally disturbing.

Don't concentrate on becoming a better humor writer, just concentrate on being the best writer that you can become. If you're funny, the work will end up being funny. And if you're not funny, the work will still end up being good. Concentrate on being the most honest writer you can be, and let everything else follow--because it will.

Facing uncertain environments and wicked problems, breadth of experience is invaluable. Facing kind problems, narrow specialization can be remarkably efficient. The problem is that we often expect the hyperspecialist, because of their expertise in a narrow area, to magically be able to extend their skill to wicked problems. The results can be disastrous.

There were individuals in every discipline who recognized writing problems but wanted no part of addressing them: some regarded them as outside their expertise or area of responsibility; others thought students should be held more accountable, be better prepared in high school, or not admitted at all if they lacked the requisite language skills for university writing.

What constitutes due process has evolved over hundreds of years and is rooted in both pragmatism and deep philosophy. It recognizes several truths about human nature: people can be mistaken in what they remember or believe; people do falsely accuse their neighbors; people can even convince themselves that false things are true if they desire to punish someone they hate or feel has wronged them; and we must limit people in power to enforcing clear laws fairly to avoid abuse of the system. Judges and juries have their own biases, blind spots, areas of expertise, and areas of ignorance, all of which need to be systemically balanced out (through processes for appeal, for example) to minimize the likelihood that people are unfairly punished.

Entertaining is not my area of expertise, I’ll admit that, but surely, if you are a host, you are responsible for ensuring that your guests are provided with a libation? That’s a basic principle of hospitality, in all societies and cultures, and has been since recorded time. In the event, I drank tap water—I rarely imbibe alcohol in public. I only really enjoy it when I’m alone, at home.

Social media channels and online discussion forums are quickly becoming hotbeds where people who share a common domain expertise can debate and discuss the latest trends in their area of shared interest. Participating in these groups also increases the odds of serendipity – coming across a key nugget of knowledge or information that has the potential to transform your career or your organization.

Remain Healthy All Day: Drink a spoonful of oil every morning. Reach up with your arms and extend your body to its full height. Use a warm towel to dry the cat. Consider a philosophical idea larger than your area of expertise. Avoid getting cancer. Chalk up bad decisions to outside influences. Don't take your father too seriously. Play a game where you close your eyes very tightly, and when you open your eyes, you have amnesia and you must draw the details of your life from your surroundings. Give up smoking, drinking, and poetic verse. Remind yourself how important you are to your friends or at least your animals. Wax the floor in socks. Enter into a healthy, monogamous relationship. Consider briefly the idea of a soulmate. Light an entire box of matches and throw it into the sink. Hold a metal rod to the heavens and beg for whatever comes next.

When, one day, Kamaswami held against him that he had learned everything he knew from him, he replied: “Would you please not kid me with such jokes! What I’ve learned from you is how much a basket of fish costs and how much interests may be charged on loaned money. These are your areas of expertise. I haven’t learned to think from you, my dear Kamaswami, you ought to be the one seeking to learn from me.” Indeed his soul was not with the trade. The business was good enough to provide him with the money for Kamala, and it earned him much more than he needed. Besides this, Siddhartha’s interest and curiosity was only concerned with the people, whose businesses, crafts, worries, pleasures, and acts of foolishness used to be as alien and distant to him as the moon. However easily he succeeded in talking to all of them, in living with all of them, in learning from all of them, he was still aware that there was something which separated him from them and this separating factor was him being a Samana. He saw mankind going through life

If you cannot drop a wrong problem, then the first time you meet one you will be stuck with it for the rest of your career. Einstein was tremendously creative in his early years, but once he began, in midlife, the search for a unified theory, he spent the rest of his life on it and had about nothing to show for all the effort. I have seen this many times while watching how science is done. It is most likely to happen to the very creative people; their previous successes convince them they can solve any problem, but there are other reasons besides overconfidence why, in many fields, sterility sets in with advancing age. Managing a creative career is not an easy task, or else it would often be done. In mathematics, theoretical physics, and astrophysics, age seems to be a handicap (all characterized by high, raw creativity), while in music composition, literature, and statesmanship, age and experience seem to be an asset. As valued by Bell Telephone Laboratories in the late 1970s, the first 15 years of my career included all they listed, and for my second 15 years they listed nothing I was very closely associated with! Yes, in my areas the really great things are generally done while the person is young, much as in athletics, and in old age you can turn to coaching (teaching), as I have done. Of course, I do not know your field of expertise to say what effect age will have, but I suspect really great things will be realized fairly young, though it may take years to get them into practice. My advice is if you want to do significant things, now is the time to start thinking (if you have not already done so) and not wait until it is the proper moment—which may never arrive!

Beneath complexity, hedgehogs tend to see simple, deterministic rules of cause and effect framed by their area of expertise, like repeating patterns on a chessboard. Foxes see complexity in what others mistake for simple cause and effect. They understand that most cause-and-effect relationships are probabilistic, not deterministic. There are unknowns, and luck, and even when history apparently repeats, it does not do so precisely. They recognize that they are operating in the very definition of a wicked learning environment, where it can be very hard to learn, from either wins or losses.

Stop Telling Yourself You’re Not Ready As we noted yesterday, we fear the unknown. For example, in our personal lives, we hesitate before saying hello to strangers. We immediately call a plumber before trying to fix plumbing problems on our own. We stick to the same grocery stores rather than visiting new stores. We gravitate toward the familiar. In our professional lives, we shy away from taking on unfamiliar projects. We cringe at the thought of creating new spreadsheets and reports for our bosses. We balk at branching out into new avenues of business. Instead, we remain in our comfort zones. There, after all, the risk of failure is minimal. One of the biggest reasons we do this is because we believe we’re unready to tackle new activities. We feel we lack the practical expertise to handle new projects with poise and effectiveness. We feel we lack the knowledge to know what we’re doing. In other words, we tell ourselves that we’re not 100% ready. This assumption stems from a basic and common fallacy: that we must be 100% prepared if we hope to perform a given task effectively. In reality, that’s untrue. The truth is, you’ll rarely be 100% ready for anything life throws at you. Individuals who have achieved success in their respective fields claim their success is a reflection of their persistence and grit, and an ability to adapt to their circumstances. It is not dictated by whether the individual has achieved mastery in any particular area.

For many people, work itself is a grounding activity. Aside from providing our basic tool of survival—money—the routine of working a job according to a regular schedule can provide a basic structure that supports the life around it. This routine, while it may be drudgery at times, can actually be beneficial in its limitations. It builds a foundation. Through focus and repetition, energies become dense enough to manifest. If we are involved with constant change, we are like a rolling stone that gathers no moss. We’re kept at a survival level because we are constantly building new foundations. Only through focus and repetition can we achieve expertise in an area leading to larger manifestation of goals, be they physical or ideological.

Here’s What I Believe about Good VCs Good VCs help entrepreneurs achieve their business goals by providing guidance, support, a network of relationships, and coaching. Good VCs recognize the limitations of what they can do as board members and outside advisors as a result of the informational asymmetry they have with respect to founders and other executives who live and breathe the company every day. Good VCs give advice in areas in which they have demonstrated expertise, and have the wisdom to avoid opining on topics for which they are not the appropriate experts. Good VCs appropriately balance their duties to the common shareholders with those they owe to their limited partners. Good VCs recognize that, ultimately, it is the entrepreneurs and the employees who build iconic companies, with hopefully a little bit of good advice and prodding sprinkled in along the way by their VC partners. If VCs remain good, they won’t become dinosaurs.

During an individual's immersion in a domain, the locus of flow experiences shifts: what was once too challenging becomes attainable and even pleasurable, while what has long since become attainable no longer proves engaging. Thus, the journeyman musical performer gains flow from the accurate performance of familiar pieces in the repertoire; the youthful master wishes to tackle the most challenging pieces, ones most difficult to execute in a technical sense; the seasoned master may develop highly personal interpretations of familiar pieces, or, alternatively, return to those deceptively simple pieces that may actually prove difficult to execute convincingly and powerfully. Such an analysis helps explain why creative individuals continue to engage in the area of their expertise despite its frustrations, and why so many of them continue to raise the ante, posing ever-greater challenges for themselves, even at the risk of sacrificing the customary rewards.

A specialist might work for years only on understanding a type of plastic composed of a particular small group of chemical elements. Generalists, meanwhile, might start in masking tape, which would lead to a surgical adhesives project, which spawned an idea for veterinary medicine. Their patents were spread across many classes. The polymaths had depth in a core area—so they had numerous patents in that area—but they were not as deep as the specialists. They also had breadth, even more than the generalists, having worked across dozens of technology classes. Repeatedly, they took expertise accrued in one domain and applied it in a completely new one, which meant they were constantly learning new technologies. Over the course of their careers, the polymaths’ breadth increased markedly as they learned about “the adjacent stuff,” while they actually lost a modicum of depth. They were the most likely to succeed in the company and to win the Carlton Award. At a company whose mission is to constantly push technological frontiers, world-leading technical specialization by itself was not the key ingredient to success.

But if that were the case, then moral philosophers—who reason about ethical principles all day long—should be more virtuous than other people. Are they? The philosopher Eric Schwitzgebel tried to find out. He used surveys and more surreptitious methods to measure how often moral philosophers give to charity, vote, call their mothers, donate blood, donate organs, clean up after themselves at philosophy conferences, and respond to emails purportedly from students.48 And in none of these ways are moral philosophers better than other philosophers or professors in other fields. Schwitzgebel even scrounged up the missing-book lists from dozens of libraries and found that academic books on ethics, which are presumably borrowed mostly by ethicists, are more likely to be stolen or just never returned than books in other areas of philosophy.49 In other words, expertise in moral reasoning does not seem to improve moral behavior, and it might even make it worse (perhaps by making the rider more skilled at post hoc justification). Schwitzgebel still has yet to find a single measure on which moral philosophers behave better than other philosophers.

An inventor's depth and breadth were measured by their work history. The U.S. Patent Trademark Office categorizes technology into four hundred fifty different classes -- exercise, devices, electrical connectors, marine propulsion, and myriad more. Specialists tended to have their patents in a narrow range of classes. A specialist might work for years only on understanding a type of plastic composed of a particular small group of chemical elements. Generalists, meanwhile, might start in masking tape, which would lead to a surgical adhesives project, which spawned an idea for veterinary medicine. Their patents were spread across many classes. The polymaths had depth in a core area -- so they had numerous patents in that area -- but they were not as deep as the specialists. They aslo had breadth, even more than the generalists, having worked across dozens of technology classes. Repeatedly, they took expertise accrued in one domain and applied it in a completely new one, which meant they were constantly learning new technologies. Over the course of their careers, the polymaths' breadth increased markedly as they learned about "the adjacent stuff," while they actually lost a modicum of depth.

You’re lucky. I wish I were so smart.” Maybe then I could graduate early and help my parents that much sooner. “Except I can’t even decide on a major.” “Why not? She blinks. “It’s hard to explain. I’m . . .” She glances away and then back. “I’m a polymath.” “A what now?” “It’s a person of wide-ranging knowledge or learning. Someone whose expertise spans a significant number of subject areas. The term itself is a derivative of poly, meaning many, and manthanein, a Greek verb meaning to learn.” I stare at her. “Reese, this is amazing.” She won’t meet my eyes. Instead, she picks up the pillow and holds it in her lap, fidgeting with the fabric at the corner. “You can literally do anything.” “But don’t you see?” Her eyes meet mine, flashing in frustration. “It’s impossible to pick only one thing. Our current global economy is hyperspecialized, while I’m a student of all things but a master of none. My parents are brilliant artists. Scarlett is a brilliant chef. I am more of a jack-of-all-trades. I can’t find any one specific thing I want to learn or excel at above all others.” “Huh. I still can’t see this as a disadvantage. You’re so smart that the sky is the limit.” “But the whole point of college and picking a career is to find that limit. Isn’t it?” “I don’t know.” I never thought about it that way. “I think it’s more than that. It’s about doing something you enjoy, something you feel passionate about.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This sort of relationship is hard to pull off if you don’t control as much of the lifestyle as possible. PC makers that farmed their software out to Microsoft, their chips to Intel, and their design to Asia could never make machines as beautiful and as complete as Apple’s. They also could not respond in time as Apple took this expertise to new areas and hooked people on its applications. You can see Musk’s embrace of the car as lifestyle in Tesla’s abandonment of model years. Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

Although thrilled that the era of the personal computer had arrived, he was afraid that he was going to miss the party. Slapping down seventy-five cents, he grabbed the issue and trotted through the slushy snow to the Harvard dorm room of Bill Gates, his high school buddy and fellow computer fanatic from Seattle, who had convinced him to drop out of college and move to Cambridge. “Hey, this thing is happening without us,” Allen declared. Gates began to rock back and forth, as he often did during moments of intensity. When he finished the article, he realized that Allen was right. For the next eight weeks, the two of them embarked on a frenzy of code writing that would change the nature of the computer business.1 Unlike the computer pioneers before him, Gates, who was born in 1955, had not grown up caring much about the hardware. He had never gotten his thrills by building Heathkit radios or soldering circuit boards. A high school physics teacher, annoyed by the arrogance Gates sometimes displayed while jockeying at the school’s timesharing terminal, had once assigned him the project of assembling a Radio Shack electronics kit. When Gates finally turned it in, the teacher recalled, “solder was dripping all over the back” and it didn’t work.2 For Gates, the magic of computers was not in their hardware circuits but in their software code. “We’re not hardware gurus, Paul,” he repeatedly pronounced whenever Allen proposed building a machine. “What we know is software.” Even his slightly older friend Allen, who had built shortwave radios, knew that the future belonged to the coders. “Hardware,” he admitted, “was not our area of expertise.”3 What Gates and Allen set out to do on that December day in 1974 when they first saw the Popular Electronics cover was to create the software for personal computers. More than that, they wanted to shift the balance in the emerging industry so that the hardware would become an interchangeable commodity, while those who created the operating system and application software would capture most of the profits.

Dr. Sherman VanMeter has made a career of unpacking the densest areas of scientific endeavor in accessible—if not polite—terms. You’ve written books on everything from astrophysics to zoology. How are you able to achieve expertise in so many disparate fields? There’s a perception that scientific disciplines are separate countries, when in fact science is a universal passport. It’s about exploring and thinking critically, not memorization. A question mark, not a period. Can you give me an example? Sure. Kids learn about the solar system by memorizing the names of planets. That’s a period. It’s also scientifically useless, because names have no value. The question mark would be to say instead, “There are hundreds of thousands of sizable bodies orbiting the sun. Which ones are exceptional? What makes them so? Are there similarities? What do they reveal?” But how do you teach a child to grasp that complexity? You teach them to grasp the style of thinking. There are no answers, only questions that shape your understanding, and which in turn reveal more questions. Sounds more like mysticism than science. How do you draw the line? That’s where the critical thinking comes in. I can see how that applies to the categorization of solar objects. But what about more abstract questions? It works there too. Take love, for example. Artists would tell you that love is a mysterious force. Priests claim it’s a manifestation of the divine. Biochemists, on the other hand, will tell you that love is a feedback loop of dopamine, testosterone, phenylethylamine, norepinephrine, and feel-my-pee-pee. The difference is, we can show our work. So you’re not a romantic, then? We’re who we are as a species because of evolution. And at the essence, evolution is the steady production of increasingly efficient killing machines. Isn’t it more accurate to say “surviving machines”? The two go hand in hand. But the killing is the prime mover; without that, the surviving doesn’t come into play. Kind of a cold way to look at the world, isn’t it? No, it’s actually an optimistic one. There’s a quote I love from the anthropologist Robert Ardrey: “We were born of risen apes, not fallen angels, and the apes were armed killers besides. And so what shall we wonder at? Our murders and massacres and missiles, and our irreconcilable regiments? Or our treaties whatever they may be worth; our symphonies however seldom they may be played; our peaceful acres, however frequently they may be converted to battlefields; our dreams however rarely they may be accomplished. The miracle of man is not how far he has sunk but how magnificently he has risen.” You used that as the epigraph to your new book, God Is an Abnorm. But I noticed you left out the last line, “We are known among the stars by our poems, not our corpses.” Why? That’s where Ardrey’s poetic license gets the better of his science, which is a perilous mistake. We aren’t “known among the stars” at all. The sun isn’t pondering human nature, the galaxy isn’t sitting in judgment. The universe doesn’t care about us. We’ve evolved into what we are because humanity’s current model survived and previous iterations didn’t. Simple as that. Why is a little artistic enthusiasm a perilous mistake? Because artists are more dangerous than murderers. The most prolific serial killer might have dozens of victims, but poets can lay low entire generations.

The foundation's decision to get involved in human rights but 'not get involved in politics' created a context in which it was all but impossible to ask the question underlying the violence it was documenting: Why was it happening, in whose interests? That omission has played a disfiguring role in the way the history of the free-market revolution has been told, largely absent any taint of the extraordinarily violent circumstances of its birth. Just as the Chicago economists had nothing to say about the torture (it had nothing to do with their areas of expertise), the human rights groups had little to say about the radical transformations taking place in the economic sphere (it was beyond their narrow legal purview).

Saudi ambassador in 2011. Is this payback? I don’t know. So they can’t be ruled out. But the National Counterterrorism Center is working on the problem as we speak.” “Look, I’m meeting with the Director of National Intelligence. He’ll want some details. He’ll also want to know how this was possible. How could this happen?” “That’s what I intend to find out.” “Then again,” O’Donoghue said, shaking his head, “is it possible there’s a problem in our ranks?” Meyerstein saw where this was going. “I hear what you’re saying.” O’Donoghue shrugged. “Just playing devil’s advocate.” “I agree we can’t discount such a possibility.” The Director leaned back in his seat and stared at her. “I’m intrigued you think a foreign government might be behind this. What’s your rationale?” “Luntz’s area of expertise makes him valuable to any government. But the fact that he specifically asked to speak to the FBI so urgently makes me think something else is afoot—and that’s why they want to silence him.” O’Donoghue nodded. “Taken from right under our noses. Very audacious. And dangerous.” Meyerstein nodded. “Tell me more about Connelly. Was he new?” “Just a few months with us, sir. Was based in Seattle for a couple of years before being posted here.” “Married?” “Young wife, two kids.” O’Donoghue turned and stared out of his window over the Washington skyline. “I want the bastards who did this, Martha. You have whatever resources you want.” “Sir, my team will also be alive to the possibility another story is playing out. I’m of course talking about national security. We can’t rule that out.” Meyerstein got up out of her seat. “Oh, Martha?” he said. “Yes, sir?” “Let’s do this right. And let’s nail those responsible.” “Count on it, sir.” Meyerstein walked out of the office and took the elevator down two floors to where Roy Stamper was standing waiting for her, unsmiling. He was wearing his customary navy suit, white shirt, navy silk tie, and highly polished black leather shoes. He had been with the FBI since he was headhunted after graduating from Duke, coming top of his class at law school. They had both started training at the FBI’s academy at Quantico at the same time. He wasn’t a great mixer. Never had been. He was quiet, but unlike her errant husband, he was a great family man. Her own father, despite being a workaholic like her, was the same, trying to take time out of his punishing schedule to meet her mother for lunch or supper. Her father was devoted to her mother. He liked being with her. He liked being around her. They looked relaxed in each other’s company. Martha could see that. She’d never felt that with her own husband. He’d never wanted to share a glass of wine with her when

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

Richard Davidson who is a neuroscientist at the University of Wisconsin has expertise in the brain and emotion, and he’s found in his research that when we’re agitated, when we are upset and angry and anxious, there’s a lot of activity in the right prefrontal area, just behind the forehead, also the amygdala, the brain’s trigger point for the fight-flight-freeze response, when we’re on the other hand in a really positive state, I feel great, enthusiastic, what a wonderful day, there’s a lot of activity on the left side and no activity on the right side, each of us have a ratio at rest of right-to-left activity that predicts our mood range day to day. He finds there’s a bell curve for this like for IQ, most of us are in the middle, we have bad days, we have good days, if you’re very far to the right you may be clinically depressed or clinically anxious, if you’re very far to the left, you’re very resilient, you bounce right back from setbacks. So Davidson paired up with a fella named Jon Kabat-Zinn who has made mindfulness, as he calls it, very popular, for example, in the medical sector, as a way to manage chronic conditions, and also in the states of business recently, a lot of businesses are bringing it in, and it’s more or less what we just did. Davidson and Kabat-Zinn went to a biotech start-up, a 24/7 you know high pressure environment and they taught people how to do mindfulness which is more or less the exercise of watching the breath, but they did it 30 minutes a day, for 8 weeks. What he found was that before that people’s brains were tilted to the right, they’re pretty hassled and stressed, after eight weeks, 30 minutes a day, they were tilting back towards the left and what’s very interesting is people spontaneously started saying: “Hey, you know, I’m starting to enjoy my work again, I remember what I love about this job”. In other words the positive mood was really making a difference.

A recent article in Fast Company pointed out that a11 number of today’s leading companies—Nike, Apple, Netflix—have increasingly been finding success by moving outside their primary area of expertise. The article, with the provocative headline “Death to Core Competency,” suggests that whatever a company’s specialty product or service might be—whatever got you to where you are today—might not be the thing that gets you to the next level.

Does this help my mentee learn and grow in their area of expertise?

THE CURSE OF KNOWLEDGE: When we have expertise or knowledge in a given area, we have difficulty understanding what the problem would look like to those who lack such expertise or knowledge.4 Thus, teachers often lack empathy for students who lack their knowledge

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Our default setting is to stay comfortable, to stay clean from the mess. That means sticking to our own areas of expertise and excusing ourselves from the parts of life that make us say, “I have no idea what I’m doing.” But that’s not what men are called to do. We’re called to take part in God’s “family business” of entering into chaos and bringing order.

Here are ten facts about IQ. These facts are debated and often controversial among the general public but far less so among scientists who study intelligence. The best review of the academic literature supporting these facts is a 2012 paper by Richard Nisbett and colleagues – an interdisciplinary team of leading scholars, household names within intelligence research, comprised of psychologists, an economist, a behavioral geneticist, and a former President of the American Psychological Association. Their areas of expertise include cultural and sex differences in intelligence, the effect of social and genetic factors that affect intelligence, the development of intelligence over the lifespan, the relationship between economic development and intelligence, and changes in intelligence over history 1. IQ is a good predictor of school and work performance, at least in WEIRD societies. 2. IQ differs in predictive power and is the least predictive of performance on tasks that demand low cognitive skill. 3. IQ may be separable into what can be called ‘crystallized intelligence’ and ‘fluid intelligence’. Crystalized intelligence refers to knowledge that is drawn on to solve problems. Fluid intelligence refers to an ability to solve novel problems and to learn. 4. Educational interventions can improve aspects of IQ, including fluid intelligence, which is affected by interventions such as memory training. Many of these results don’t seem to last long, although there is strong evidence that education as a whole causally raises IQ over a lifetime. 5. IQ test scores have been dramatically increasing over time. This is called the Flynn effect after James Flynn (also an author of the review mentioned above), who first noticed this pattern. The Flynn effect is largest for nations that have recently modernized. Large gains have been measured on the Raven’s test, a test that has been argued to be the most ‘culture-free’ and a good measure of fluid intelligence. That is, it’s not just driven by people learning more words or getting better at adding and subtracting. 6. IQ differences have neural correlates – i.e. you can measure these differences in the brain. 7. IQ is heritable, though the exact heritability differs by population, typically ranging from around 30% to 80%. 8. Heritability is lower for poorer people in the US, but not in Australia and Europe where it is roughly the same across levels of wealth. 9. Males and females differ in IQ performance in terms of variance and in the means of different subscales. 10. Populations and ethnicities differ on IQ performance. You can imagine why some people might question these statements. But setting aside political considerations, how do we scientifically make sense of this? Popular books from Richard Herrnstein and Charles Murray’s The Bell Curve (1994) to Robert Plomin’s Blueprint (2018) have attributed much of this to genes. People and perhaps groups differ in genes, making some brighter than others. But humans are a species with two lines of inheritance. They have not just genetic hardware but also cultural software. And it is primarily by culture rather than genes that we became the most dominant species on earth. For a species so dependent on accumulated knowledge, not only is the idea of a culture-free intelligence test meaningless, so too is the idea of culture free intelligence.

But how does IDEO keep up its enviable reputation with all of that failure? The answer is simple. Most of IDEO’s failures happen behind closed doors. And they happen through disciplined, iterative teamwork that draws on multiple areas of expertise. IDEO’s also a place where company leaders—starting with the visible David Kelley exhorting teams to fail fast and often—have worked hard to build an environment of psychological safety for risk-taking.

For example, both the 2004 Athens Olympic Games and 2008 Beijing Olympics Games used Israeli companies to secure the events because Israel had positioned itself as the one of the best and more reliable providers of crowd management techniques, command and control rooms, and urban security. Alongside protecting nuclear plants, airport security, and law enforcement, among many other areas where surveillance and tight security were viewed as essential, Israeli expertise or equipment were routinely the answers to almost any security question.

But now every company is becoming a software company, and most companies can’t build everything from scratch. They need a supply chain—just like Ford and Toyota—that divides the industry into areas of expertise and allows each company in the ecosystem to specialize on its core competency.

I remind people that financial IQ is made up of knowledge from four broad areas of expertise: 1.​Accounting Accounting is financial literacy or the ability to read numbers. This is a vital skill if you want to build an empire. The more money you are responsible for, the more accuracy is required, or the house comes tumbling down. This is the left-brain side, or the details. Financial literacy is the ability to read and understand financial statements which allows you to identify the strengths and weaknesses of any business. 2.​Investing Investing is the science of “money making money.” This involves strategies and formulas that use the creative right-brain side. 3.​Understanding markets Understanding markets is the science of supply and demand. You need to know the technical aspects of the market, which are emotion-driven, in addition to the fundamental or economic aspects of an investment. Does an investment make sense or does it not make sense based on current market conditions? 4.​The law A corporation wrapped around the technical skills of accounting, investing, and markets can contribute to explosive growth. A person who understands the tax advantages and protections provided by a corporation can get rich so much faster than someone who is an employee or a small-business sole proprietor. It’s like the difference between someone walking and someone flying. The difference is profound when it comes to long-term wealth.

When you work to strengthen your Thoughtfully Fit core, you are building the power to harness your own expertise and find thoughtful ways forward in all areas of your life. This will bring you stability, prevent injury to yourself and others, and make you stronger to handle all that life throws at you.

Vastu shastra is yoga for architecture and by balancing all 8 directions, panch mahabhootas ie 5 elements and energies with in a space a perfect equilibrium of health and happiness may be achieved in homes and work places alike. Dr. Vaishali Gupta is a Vedic scholar & modern researcher of the science of Vastushastra, with more than 15 years of experience and expertise in the field. Although Dr. Vaishali Gupta has worked in all areas of Vastu but she specializes in commercial and industrial vastu and has a long list of industrial clients in India and abroad. She is a qualified interior designer and has done in depth study of building construction. This gives her immense understanding of dealing with buildings, plans, elevations & sections etc. and she is known for giving simple yet effective vastu solutions, for homes, offices restaurants, factories etc. She is one of the few Vastu Consultants who take the natal chart of the owner into consideration while giving vastu solutions as she firmly believes that both vastu and astrology go hand in hand.

A complicated-subsystem team is responsible for building and maintaining a part of the system that depends heavily on specialist knowledge, to the extent that most team members must be specialists in that area of knowledge in order to understand and make changes to the subsystem. The goal of this team is to reduce the cognitive load of stream-aligned teams working on systems that include or use the complicated subsystem. The team handles the subsystem complexity via specific capabilities and expertise that are typically hard to find or grow.

The areas on which we offer our expertise in HR Consulting, include: Understanding the specific requirements of our clients and providing them with prospective candidates to suit the job profile. The process we follow stats with collecting resumes suited to the hob profile, shortlist them and forward them to our clients Our process of screening, Verification of background and making the correct assessment is done through our Developed Pre Screening Checking processes so that we are able to provide pre-screened candidates to speed up hiring needs. We also have an Applicant Tracking System. abhishek.sinngh@wawcl.com +91-9953328778 408, 4th Floor, Tower C KLJ Noida One, B-8, Block B, Sector 62, Noida – 201309 ( UP )

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Hire a marketing research firm,” Shackleford said. “You’re working with deep pockets. I’ve always found that I can hire the expertise in areas in which I lack the background for much less than it would cost me to do it wrong.

Rarely do issues have “two sides” of equal scientific merit that deserve equal representation. Credentials alone mean little. Those representing themselves as scientists or physicians may well have doctorates, but they may also be speaking well outside their areas of expertise. The story of the little guy going up against an evil corporation may make for a compelling (and well-worn) narrative, but often the little guy is working with bad science.

part of the Socratic mindset. If the issue in question is complex, or has unclear elements, the best course is to break it down into chunks. If it is a subject that you have limited experience of, or includes elements outside your areas of expertise, acknowledge your limitations.

At Deluxe Lofts, we focus in creating incredible and well designed loft conversions across all parts of London. Our mission is to help you expand your living area with the utmost expertise and professionalisim whilsts ensuring we bring you complete happinesss and client satisfacition. We take into account that your home is your sanctuary & we aim to create a space where you can relax and it becomes a further expansion of your home. If you need extra room for guests or a newborn baby we tailor our plans to suit your home and budget, aiming to create a space you will call your own.

I will limit my discussion of missions to the planting of churches among unreached peoples because this is my area of expertise and experience, and because it’s the most direct expression of Christ’s Great Commission:

Once we have failed, we can feel pain from the inside. Suffering of all kinds becomes our area of expertise; all distress becomes relatable (how unkind are people who have been happy all their lives). We can picture just what it might be like to have a painful hip as a 90-year-old or to have been told off for eating too many sweets as a 4-year-old – even to be a sparrow that has lost its way home or a squirrel longing for nuts in midwinter. When we read the paper, every unfortunate ‘cheater’ or ‘reject’ is someone whose story we can understand and empathise with. We have become kind not out of some superhuman goodness: we just want, for our own sake, to spare everyone we encounter a modicum of the pain we have had to suffer. Our kindness is solidly grounded in self-interest: it hurts us to see someone else in pain.