Experience And Expertise Quotes

You have to remember that even if your business is new, your experience and expertise are not. You have spent many years mastering those skills and charging a price in reflection to those skills is not something you have to think twice about.

When you’re ready to enter the battlefield of business, make sure you are armed with the two most important tools for business survival: industry experience and business knowledge.

If you have a desire to succeed, you should know that you cannot rule out professional help. They have years of experience in all those fields that fall out of your expertise.

Your business idea can wait but don’t enter a market without enough expertise and experience.

The first scone is what I like to call the practice scone." Xander stuffed an entire scone in his mouth, handed one to me, then swallowed and continued lecturing. "It is not until the third—nay, fourth—scone that you develop any kind of scone-eating expertise." "Scone-eating expertise," I repeated in a deadpan. "Your nature is skeptical," Xander noted. "That will serve you well in these halls, but if there is one universal truth in the human experience, it is that a finely honed scone-eating palate does not just develop overnight.

If you can’t communicate it, you can’t file a proper application. If you can’t file properly, you can’t secure a patent.

A man who lives apart, not to others but alone, is exposed to obvious psychological dangers. In itself, the practice of deception is not particularly exacting; it is a matter of experience, of professional expertise, it is a facility most of us can acquire.

It’s better to have one huge filing with lots of detail, data, and use cases than a dozen failed filings of five to ten pages each. Minimum filing requirements are not minimum requirements to secure a patent. Who does your patent keep out, and how? Your goal in creating IP is for it to be valuable, to be connected to the company, to be linked to your products or service, and to keep out competitors.

In the business people with expertise, experience and evidence will make more profitable decisions than people with instinct, intuition and imagination.

Saskia groaned again. She threw back her bed covers, the last vestiges of sleep leaving her. It would be evening in Lyon. Clarissa would be expecting to hear from her. A call-in at least once every 24 hours was part of several protocols Clarissa had established. The instruction at the end of the conversation, “Give the dogs a pat for me”, reassured Clarissa that all was well. Leave the words out, replace any one of the words in the sentence with another or not place a call in a 24-hour period, and Clarissa would alert authorities. In her younger years, Clarissa had served in the British army. Her experiences in those years had caused the trauma she now lived with, though she used her expertise by teaching her three partners basic self-defence, how to operate firearms and how to wield weapons. She also programmed their watches and phones to enable her to constantly track their whereabouts, explaining, “I want to know that my three charges are safe”. Another protocol was to always check accommodation venues for listening devices. Saskia did this before calling Clarissa. “Clarissa. Ça va?” “What have you to report?

IP is an intangible asset—an idea converted into transferable personal property rights through patents, trademarks, copyrights, service marks, and trade secrets. IP covers every famous animated character you’ve ever heard of, the logos on your clothing. IP covers products and services you use every day—from flashlights to mobile phones, packaging to cars, food and beverage products, to smart thermostats. IP is not only for big businesses. Most start-ups and event microbusinesses have IP of some kind. 

Hiring is hard. Letting go is harder. It’s far easier to hire the right person from the start than to hire the wrong person, realize they’re a bad fit for your company, and then figure out how to let them go. When you know what you want in a new hire, the hard part gets easier. And when you know how to protect your IP, you don’t have to learn the hard lesson.

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.

what we call expertise is really just “vast amounts of knowledge, pattern-based retrieval, and planning mechanisms acquired over many years of experience in the associated domain.” In other words, a great memory isn’t just a by-product of expertise; it is the essence of expertise.

Experts were once amateurs who kept practicing.

If you’re not filing patents, but your competitors are, all you have is risk. You’re taking a huge chance that no one else will enter your space and kick you out. That’s the benefit of patents; you don’t have to let everybody in. You can let just a few major players in because you want what they have, or you don’t want to worry about them. Remember, you’re not at the big boys’ lunch table. But if you partner with their competitor, they’ll be worried. Then they’ll want to see if your patent protection is strong or if they can exploit a weakness.

Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform.

Chase picked up the card. “I’m happy to share from my personal experience, if you like.” Temple grinned at his hand. “And I.” It was all too much. “I do not need advice. She enjoyed it immensely.” “I hear they don’t all enjoy it right off the bat,” Cross said. “That is true,” Chase said, all expertise. “It’s fine if she didn’t, old man,” Temple offered. “You can try again.” “She enjoyed it.” Bourne’s voice was low and tight, and he thought he might kill the next person who spoke. “Well, one thing is for certain,” Temple said, casually, and Bourne ignored the pang of disappointment that the enormous man was very likely the only one at the table he could not kill.

In fact, the only way to remain creative over time--to not be undone by our expertise--is to experiment with ignorance, to stare at things we don't fully understand.

There is considerable difference between experience and expertise.

he waits for the kid to decide whether to pull the gun up or simply to drop it - and all the while, even as he tracks the progress of the gun, he is also watching the kid's face, to see whether he is dangerous or simply frightened. is there a more beautiful example of a snap judgment? this is the gift of training and expertise - the ability to extract an enormous amount of meaningful information from the very thinnest slice of experience.

If someone contacts you and asserts that you’re infringing on their patent, you’ll need a lawyer to shield you from the accusation that you are willfully infringing. Never, ever respond yourself. At the same time, you’re not left with whatever your lawyer tells you to do. If you have patents of your own (which you should), disputes don’t have to come to litigation, damages, and bankruptcy. In my experience, the best way to settle IP infringement suits out of the courtroom is through cross-licensing—an agreement between all parties to give each other a license to use their patents.

You have to follow your intuition. That is what expertise is: all the experience, the cases won and lost, the painful mistakes, all the technical details you learn by rote repetition, over time these things leave you with an instinctive sense of your craft. A "gut" for it.

He'd sensed the strength she'd called on to haul her sexuality out from under the weight of infertility. In his experience childlessness in women either warped into a dedication to self-hating sexual expertise or formed a subsonic noise of sadness and loss.

The philosophy is that you push the power of decision making out to the periphery and away from the center. You give people the room to adapt, based on their experience and expertise. All you ask is that they talk to one another and take responsibility. That is what works. The

Instead of trying to use your technology and expertise to make a better product for your users’ standard behavior, experiment with inviting the users to change their behavior to make the product work dramatically better.

We are by now so accustomed to the cult of expertise that the very notion of honoring and paying heed to our directly felt experience of things—of insects and wooden floors, of broken-down cars and bird-pecked apples and the scents rising from the soil—seems odd and somewhat misguided as a way to find out what’s worth knowing.

This is the gift of training and expertise—the ability to extract an enormous amount of meaningful information from the very thinnest slice of experience.

The chess experiments reveal a telling fact about memory, and about expertise in general: We don’t remember isolated facts; we remember things in context.

[My] explanation makes such immediate sense that I can give it up only reluctantly, a necessary concession to my physician's expertise. This is the way my students feel, I realize, when I suggest stylistic revisions. They like the sentence the way they wrote it. They defer to my greater knowledge and experience because they must, but they still like the way the original sentence sounded when it had a dangling modifier, and they secretly suspect that my judgment, while generally sound, may be flawed in this instance. And they're a little miffed at my insistence...

each technique carries a consistent message more important than any method: that each act that expresses trust in ourselves and belief in the validity of our own experience is always the right path to follow. Each act that is manipulative or filled with pretense is always self-destructive.

. . as A martial arts teacher, we should never forget the first time we stepped onto the Dojo ground, remembering this, we will be better equipped to teach the next generation of Karate practitioners

In 2009, Kahneman and Klein took the unusual step of coauthoring a paper in which they laid out their views and sought common ground. And they found it. Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform.

As a medical doctor, it is my duty to evaluate the situation with as much data as I can gather and as much expertise as I have and as much experience as I have to determine whether or not the wish of the patient is medically justified.

Lucky people take advantage of chance occurrences that come their way. Instead of going through life on cruise control, they pay attention to what’s happening around them and, therefore, are able to extract greater value from each situation… Lucky people are also open to novel opportunities and willing to try things outside of their usual experiences.

In every field that's been studied from wine tasting to financial investing, when it came to differentiating between top performers, experience was not the critical variable....experience and expertise do not necessarily go hand in hand.

Whatever your best work is, it’s something that only you can do. Only you have the set of experiences, expertise, skills, and perspectives to do it. In this great orchestra of creation of which we’re all a part, no one can play your instrument the way you do.

Oh, those lapses, darling. So many of us walk around letting fly with “errors.” We could do better, but we’re so slovenly, so rushed amid the hurly-burly of modern life, so imprinted by the “let it all hang out” ethos of the sixties, that we don’t bother to observe the “rules” of “correct” grammar. To a linguist, if I may share, these “rules” occupy the exact same place as the notion of astrology, alchemy, and medicine being based on the four humors. The “rules” make no logical sense in terms of the history of our language, or what languages around the world are like. Nota bene: linguists savor articulateness in speech and fine composition in writing as much as anyone else. Our position is not—I repeat, not—that we should chuck standards of graceful composition. All of us are agreed that there is usefulness in a standard variety of a language, whose artful and effective usage requires tutelage. No argument there. The argument is about what constitutes artful and effective usage. Quite a few notions that get around out there have nothing to do with grace or clarity, and are just based on misconceptions about how languages work. Yet, in my experience, to try to get these things across to laymen often results in the person’s verging on anger. There is a sense that these “rules” just must be right, and that linguists’ purported expertise on language must be somehow flawed on this score. We are, it is said, permissive—perhaps along the lines of the notorious leftist tilt among academics, or maybe as an outgrowth of the roots of linguistics in anthropology, which teaches that all cultures are equal. In any case, we are wrong. Maybe we have a point here and there, but only that.

Rice professor Erik Dane finds that the more expertise and experience people gain, the more entrenched they become in a particular way of viewing the world. He points to studies showing that expert bridge players struggled more than novices to adapt when the rules were changed, and that expert accountants were worse than novices at applying a new tax law. As we gain knowledge about a domain, we become prisoners of our prototypes.

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.

A man who lives a part, not to others but alone, is exposed to obvious psychological dangers. In itself the practice of deception is not particularly exacting. It is a matter of experience, a professional expertise. It is a facility most of us can acquire. But while a confidence trickster, a play actor or a gambler can return from his performance to the ranks of his admirers, the secret agent enjoys no such relief. For him, deception is first a matter of self defense. He must protect himself not only from without, but from within, and against the most natural of impulses. Though he earn a fortune, his role may forbid him the purchase of a razor. Though he be erudite, it can befall him to mumble nothing but banalities. Though he be an affectionate husband and father, he must within all circumstances without himself from those with whom he should naturally confide. Aware of the overwhelming temptations which assail a man permanently isolated in his deceit, Limas resorted to the course which armed him best. Even when he was alone, he compelled himself to live with the personality he had assumed. It is said that Balzac on his deathbed inquired anxiously after the health and prosperity of characters he had created. Similarly, Limas, without relinquishing the power of invention, identified himself with what he had invented. The qualities he had exhibited to Fiedler: the restless uncertainty, the protective arrogance concealing shame were not approximations, but extensions of qualities he actually possessed. Hence, also, the slight dragging of the feet, the aspect of personal neglect, the indifference to food, and an increasing reliance on alcohol and tobacco. When alone, he remained faithful to these habits. He would even exaggerate them a little, mumbling to himself about the iniquities of his service. Only very rarely, as now, going to bed that evening, did he allow himself the dangerous luxury of admitting the great lie that he lived.

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

New technology also creates new occupations and requires new expertise, which further undermines the value of long experience and seasoned judgment.

Working 24/7 is not the goal here—the goal is putting a system in place that gives your clients an extraordinary experience.

As a leader, you shouldn’t let your lack of experience, education, or expertise disqualify you from leadership opportunities.

Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question.

It is important to remember that regardless of expertise, credential, or experience, none of us is infallible. We can all be wrong and so should not be placed above honest question or challenge.

Individual humans know embarrassingly little about the world, and as history progressed, they came to know less and less. A hunter-gatherer in the Stone Age knew how to make her own clothes, how to start a fire, how to hunt rabbits and how to escape lions. We think we know far more today, but as individuals, we actually know far less. We rely on the expertise of others for almost all our needs. In one humbling experiment, people were asked to evaluate how well they understood the workings of an ordinary zip. Most people confidently replied that they understood them very well – after all, they use zips all the time. They were then asked to describe in as much detail as possible all the steps involved in the zip’s operation. Most had no idea.2 This is what Steven Sloman and Philip Fernbach have termed ‘the knowledge illusion’. We think we know a lot, even though individually we know very little, because we treat knowledge in the minds of others as if it were our own.

Hiring a lobbyist aligned with a powerful politician is more important than hiring a lobbyist with a certain expertise or experience. Hiring a former staff member or family member is better still.

As long as one strives to become a gourmet or a connoisseur of wines because it is the “in” thing to do, striving to master an externally imposed challenge, then taste may easily turn sour. But a cultivated palate provides many opportunities for flow if one approaches eating—and cooking—in a spirit of adventure and curiosity, exploring the potentials of food for the sake of the experience rather than as a showcase for one’s expertise.

In the school of life experience, setbacks show us where we need to do better. We can steer clear of similar challenges in the future, or we can redouble our efforts to master them, broadening our capacities and expertise.

Methodically, like a tested surgeon, Helen took Melvin through his experience as a coroner, going over his expertise in determining the cause and time of death in thousands of cases. After establishing his acumen in forensics,

That is what expertise is: all the experience, the cases won and lost, the painful mistakes, all the technical details you learn by rote repetition, over time these things leave you with an instinctive sense of your craft. A “gut” for it.

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

But a cultivated palate provides many opportunities for flow if one approaches eating—and cooking—in a spirit of adventure and curiosity, exploring the potentials of food for the sake of the experience rather than as a showcase for one’s expertise. The

According to Ericsson, what we call expertise is really just “vast amounts of knowledge, pattern-based retrieval, and planning mechanisms acquired over many years of experience in the associated domain.” In other words, a great memory isn’t just a by-product of expertise; it is the essence of expertise.

skill is much more difficult to acquire by sheer experience because of the long delay between actions and their noticeable outcomes. Whether professionals have a chance to develop intuitive expertise depends essentially on the quality and speed of feedback, as well as on sufficient opportunity to practice.

Our current long-term vision at LinkedIn is to extend this professional graph into an economic graph by digitally manifesting every economic opportunity [i.e., job] in the world (full-time and temporary); the skills required to obtain those opportunities; the profiles for every company in the world offering those opportunities; the professional profiles for every one of the roughly 3.3 billion people in the global workforce; and subsequently overlay the professional knowledge of those individuals and companies onto the “graph” [so that individual professionals could share their expertise and experience with anyone]. Anyone

The Effects of Personal Bias and Hiring Urgency There are other types of cognitive biases that affect the hiring process. Another harmful one is personal bias, the basic human instinct to surround yourself with people who are like you. People have a natural desire to hire those with similar characteristics: educational background, professional experience, functional expertise, and similar life experiences. The middle-aged manager who holds a degree from the University of Michigan, worked at McKinsey, lives in the suburbs with a partner and kids, and plays golf will tend to be attracted to candidates with similar attributes.

In God's kingdom, calling trumps credentials every time! God does not call the qualified. He qualifies the called. And the litmus test isn't experience or expertise. It's availability and teachability. If you are willing to go when God gives you a green light, He will take you to inaccessible places to do impossible things.

the pervasive element in our two-thousand-year pastoral tradition is not someone who “gets things done” but rather the person placed in the community to pay attention and call attention to “what is going on right now” between men and women, with one another and with God—this kingdom of God that is primarily local, relentlessly personal, and prayerful “without ceasing.” I want to give witness to this way of understanding pastor, a way that can’t be measured or counted, and often isn’t even noticed. I didn’t notice for a long time. I would like to provide dignity to this essentially modest and often obscure way of life in the kingdom of God. Along the way, I want to insist that there is no blueprint on file for becoming a pastor. In becoming one, I have found that it is a most context-specific way of life: the pastor’s emotional life, family life, experience in the faith, and aptitudes worked out in an actual congregation in the neighborhood in which she or he lives—these people just as they are, in this place. No copying. No trying to be successful. The ways in which the vocation of pastor is conceived, develops, and comes to birth is unique to each pastor. The only modifier I can think of that might be useful in honoring the ambiguity and mystery involved in the working life of the pastor is “maybe.” Anne Tyler a few years ago wrote a novel with the title Saint Maybe. How about Pastor Maybe? That would serve both as a disclaimer to expertise (that if we could just copy the right model, we would have it down) and a ready reminder of the unavoidable ambiguity involved in this vocation. Pastor Maybe: given the loss of cultural and ecclesiastical consensus on how to live this life, none of us is sure of what we are doing much of the time, only maybe.

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.

what experiences of sadness, anger, guilt, or fear can do: Help us form arguments. We’re more likely to use concrete and tangible information, be more attuned to the situation at hand, and be less prone to making judgment errors and distortions, all of which lends an aura of expertise and authority that can make us more persuasive as writers and speakers.

In the same way, hybrid models of blended learning are not noticeably simpler for teachers than the existing system. On the contrary, in many cases they appear to require all the expertise of the traditional model plus new expertise in managing digital devices and in integrating data across all the supplemental online experiences in the teacher-directed rotation.

After that she'd have to go elsewhere anyway for breadth of experience. A different part of the world where she would develop expertise in more than frostbite, and lost toes, and idiots frozen to their fishing poles. But Rue, followed by Ben, followed by Rigel and Orion, had put a stop to that plan too; children being the enemies of plans and anything new besides themselves.

One of the imponderables in our system of government is how rapidly and easily secretaries of state, defense, and treasury, high-ranking military officers, congressmen, senators—indeed, even former presidents of the United States—are, upon departing office, able to transform their expertise, their experience, their contacts into extraordinarily high fees, contracts, and lucrative new businesses.

Whether it’s intelligence, creativity, self-control, charm, or athleticism—the science shows our abilities to be profoundly malleable. When it comes to mastering any skill, your experience, effort, and persistence matter a lot. Change really is always possible—there is no ability that can’t be developed with effort. So the next time you find yourself thinking, “But I’m just not good at this,” remember: you’re just not good at it yet.

It is not our expertise, but rather the wisdom gained from our own suffering, vulnerability, and healing that enables us to be of real assistance to others. It is the exploration of our inner lives that facilitates us in forming an empathetic bridge from our experience to theirs. To be whole, we need to include, accept, and connect all parts of ourselves. We need acceptance of our conflicting qualities and the seeming incongruity of our inner and outer worlds.

He argued that expertise in “the field of shoemaking, painting, building, [or] confectionary” is the result of the same accumulation of “experiential linkings.” According to Ericsson, what we call expertise is really just “vast amounts of knowledge, pattern-based retrieval, and planning mechanisms acquired over many years of experience in the associated domain.” In other words, a great memory isn’t just a by-product of expertise; it is the essence of expertise

There is no small irony here: An administration which flaunted its intellectual superiority and its superior academic credentials made the most critical of decisions with virtually no input from anyone who had any expertise on the recent history of that part of the world, and it in no way factored in the entire experience of the French Indochina War. Part of the reason for this were the upheavals of the McCarthy period, but in part it was also the arrogance of men of the Atlantic; it was as if these men did not need to know about such a distant and somewhat less worthy part of the world. Lesser parts of the world attracted lesser men; years later I came upon a story which illustrated this theory perfectly. Jack Langguth, a writer and college classmate of mine, mentioned to a member of that Administration that he was thinking of going on to study Latin American history. The man had turned to him, his contempt barely concealed, and said, “Second-rate parts of the world for second-rate minds.

... careerism tends to undermined democracy by divorcing knowledge from practical experience; devaluing the kind of knowledge that is gained from experience and generating social conditions in which ordinary people are not expected to know anything at all. The reign of specialized expertise - the logical result of policies that equate opportunity with open access to places of higher consideration - is the antithesis of democracy as it was understood by those who saw this country as the last best hope on earth.

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!

2. The classics are those books which constitute a treasured experience for those who have read and loved them; but they remain just as rich an experience for those who reserve the chance to read them for when they are in the best condition to enjoy them. For the fact is that the reading we do when young can often be of little value because we are impatient, cannot concentrate, lack expertise in how to read, or because we lack experience of life. This youthful reading can be (perhaps at the same time) literally formative in that it gives a form or shape to our future experiences, providing them with models, ways of dealing with them, terms of comparison, schemes for categorising them, scales of value, paradigms of beauty: all things which continue to operate in us even when we remember little or nothing about the book we read when young. When we reread the book in our maturity, we then rediscover these constants which by now form part of our inner mechanisms though we have forgotten where they came from. There is a particular potency in the work which can be forgotten in itself but which leaves its seed behind in us. The definition which we can now give is

We don’t need the people in Miami to code. We don’t need them to become elite. Or even like the elite. We simply need them to believe in the necessity of our expertise. We need to show what a disaster it would be if I switched places with any of the people at this conference. One of the most dangerous populist ideas—the one proposed by people like Jerry and Judge Rick Tennant—is that politicians don’t need any experience. That guts and common sense are all it takes. I’m the perfect person to disprove that theory. I have some guts. I have some common sense. And I definitely have no experience.

This diversity of disciplines poses problems for would-be authors of a book aimed at answering Yali’s question. The author must possess a range of expertise spanning the above disciplines, so that relevant advances can be synthesized. The history and prehistory of each continent must be similarly synthesized. The book’s subject matter is history, but the approach is that of science—in particular, that of historical sciences such as evolutionary biology and geology. The author must understand from firsthand experience a range of human societies, from hunter-gatherer societies to modern space-age civilizations.

We rely on the expertise of others for almost all our needs. In one humbling experiment, people were asked to evaluate how well they understood the workings of an ordinary zip. Most people confidently replied that they understood them very well – after all, they use zips all the time. They were then asked to describe in as much detail as possible all the steps involved in the zip’s operation. Most had no idea.2 This is what Steven Sloman and Philip Fernbach have termed ‘the knowledge illusion’. We think we know a lot, even though individually we know very little, because we treat knowledge in the minds of others as if it were our own.

As Ernest Becker observes in The Denial of Death, the very thought of disobeying authority appears to awaken the anxiety connected with the possible loss, during infancy, of parental love, respect or support. The unexamined beliefs and experiences that generate our reliance on, and deference to authority, seem rooted in a profound existential uncertainty: the patient looks to the doctor to relieve this uncertainty, not only about not feeling well and not knowing why, but also about not knowing what to do, what action to undertake. In other words, the expertise of the physician relieves the patient of some of the burden of responsibility.

Hobbies provide more examples. If you are a gardener, what you see when you visit Sissinghurst Castle is different from what a non-gardener sees. Your judgment of the quality of the garden has an element of the objective that goes beyond sentiments about how pretty the flowers are. If you are a stamp collector, the reasons you value a particular stamp involve aspects of it that someone who isn’t a stamp collector overlooks. If you are an oenophile, your judgment of the quality of a wine has an element of the objective that goes beyond sentiments of how good it tastes. Expertise changes the quality of the experience, and also introduces an element of the objective.

Your career is likely to bear more resemblance to that of a writer than that of an athlete or painter. You should look ahead to your forties as the time when you will be at your peak of creativity, technical proficiency, and energy, and also have enough phronesis to realize your potential. The more your field depends on good judgment that comes only from experience, the longer you can expect to sustain a high level of performance into your fifties and sixties. To put it another way: Even if you wait as late as thirty to start accumulating the fifty thousand chunks of expertise, you will still have completed that apprenticeship when you approach the peak of your other powers in your forties. So push out your time horizon and don’t get frustrated if what you hoped would be a meteoric rise proves to be more measured. You’re not failing; you’re getting better at your craft and can reasonably aspire to master it one day. In the meantime, consult Wikipedia to check on the lives of those who became conspicuously successful at a young age. Ted Sorenson? After JFK was assassinated, he had a financially successful career as an attorney and remained a participant in politics, but, like sports heroes, rock stars, and pure mathematicians, he had to turn forty knowing that his most exciting professional years were behind him. How sad. And how happy you should be that you aren’t going to be a famous presidential aide at thirty-two.

In particular, journalists and citizens all too often bow to the expertise of economists, limited though it is, and hesitate to express opinions about wages and profits, taxes and debts, trade and capital. But if the people are to be sovereign—as democracy says they should be—these subjects are not optional. Their complexity is such that it is unjustifiable to abandon them to a small caste of experts. The contrary is true. Precisely because they are so complex, only broad collective deliberation, based on reason and on the past history and experience of every citizen, can lead to progress toward resolving these issues. Ultimately, this book has only one goal: to enable citizens to reclaim possession of economic and historical knowledge.

There are black-letter lawyers and lawyers who bring a greater measure of inventiveness to their task. There are activist lawyers and those who believe that the law should impose as little as possible on human affairs. There are instinctive believers in legal solutions and instinctive sceptics. The intensely deliberative nature of judicial decision-making, at any rate at the appellate level, usually irons out the grosser personal idiosyncracies. However, most of the problems with which lawyers have to deal are not about law at all. They are about fact and evidence. Lawyers are formed by experience to analyse complex factual issues in which they have no pre-existing expertise, often concerned with arcane scientific, economic or statistical concepts. It is a valuable discipline.

The Age of Affluence represents a daring experiment on the part of elites in maintaining their dominance not by starving and bludgeoning their opposition into submission, but by seducing it into compliance. […] totalitarianism is perfected because its techniques become progressively more subliminal. The distinctive feature of the regime of experts lies in the fact that, while possessing ample power to coerce, it prefers to charm conformity from us […] The prime strategy of the technocracy is to level life down to a standard of so-called living that technical expertise can cope with–and then, on that false and exclusive basis, to claim an intimidating omnicompetence over us by its monopoly of the experts. The business of investing and flourishing treacherous parodies of freedom, joy, and fulfillment becomes an indispensable form of social control under the technocracy.

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.

Individual humans know embarrassingly little about the world, and as history progressed, they came to know less and less. A hunter-gatherer in the Stone Age knew how to make her own clothes, how to start a fire, how to hunt rabbits and how to escape lions. We think we know far more today, but as individuals, we actually know far less. We rely on the expertise of others for almost all our needs. In one humbling experiment, people were asked to evaluate how well they understood the workings of an ordinary zip. Most people confidently replied that they understood them very well - after all, they use zips all the time. They were then asked to describe in as much detail as possible all the steps involved in the zip's operation. Most had no idea. This is what Steven Sloman and Philip Fernbach have termed 'the knowledge illusion'. We think we know a lot, even though individually we know very little, because we treat knowledge in the minds of others as if it were our own.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

In the face of uncertainty, our first instinct is often to reject novelty, looking for reasons why unfamiliar concepts might fail. When managers vet novel ideas, they’re in an evaluative mindset. To protect themselves against the risks of a bad bet, they compare the new notion on the table to templates of ideas that have succeeded in the past. When publishing executives passed on Harry Potter, they said it was too long for a children’s book; when Brandon Tartikoff saw the Seinfeld pilot, he felt it was “too Jewish” and “too New York” to appeal to a wide audience. Rice professor Erik Dane finds that the more expertise and experience people gain, the more entrenched they become in a particular way of viewing the world. He points to studies showing that expert bridge players struggled more than novices to adapt when the rules were changed, and that expert accountants were worse than novices at applying a new tax law. As we gain knowledge about a domain, we become prisoners of our prototypes.

When one of my early teachers, for instance, recognized that many ritually abused clients were still being abused while in treatment, she insisted that they could not be treated on an outpatient basis, but should be hospitalized and kept from their families. She was targeted with a series of court cases involving false accusations that she had allegedly abused clients in hospital. The experience was devastating to her. And she was not alone. Many others faced persistent attempts to discredit their professional expertise, or legal assaults that robbed them of time, energy, and even the courage to continue to treat clients, write, or teach. Therapy professionals in both direct services and policy making, members of the criminal and civil justice systems, and the general public were systematically indoctrinated via the media. Many now share the view that people who disclose ritual abuse or mind control content suffer from "false memories” induced by "over-zealous therapists," and that dissociative disorders are iatrogenic (or else they do not exist at all).

The road climbs curving out of wet ground thick with cedars, and up onto a plateau meadow where Jersey cows, beautiful as deer, watching them with Juno eyes. Along the trail the ferns are dense, drooping with wet, twenty kinds of them. Again he does not know them (in my experience, ferns are an exclusively feminine expertise), and she tells him: hayscented fern, wood fern, sensitive fern, cinnamon fern, ostrich fern, interrupted fern, Christmas fern, bracken, maidenhair - names that are as pleasant to his ear as the woods smells are to his nose. In the intervals between clumps of spruce, the moss spreads a green carpet, inches thick, feather-soft, with candles of ground pine and the domes of spotted orange mushrooms rising out of it... Those aren't toadstools, Those are mushrooms. Deadly Amanita mushrooms. Ne mangez pas. You know everything that grows here. That's wonderful." Not so wonderful. I grew up here. I grew up in Sewickley, Pennsylvania, too, but I couldn't tell you the name of one thing that grows there. One, maybe Lilacs. You didn't grow up with my mother.

Beside the kit she’d put together were several books, and because he was reluctant to open the sealed plastic container and look at the contents, he browsed through the books. The titles told him a lot about Rose. She planned well for things. One book was on natural childbirth, another focused on nutrition for the pregnant woman. Both books had been read many times. The pages were worn and dog-eared. Another book on parenting caught his attention. He flipped through it and found many passages underlined. There were notes in the margin Rose had made to herself, multiple reminders to find other titles on various subjects. Like Kane, Rose could kill a man with her bare hands without blinking, but diapering a baby was out of their realm of expertise. He closed the book slowly, the revelation hitting him hard. She had to be every bit as scared as he was over the birth of their child. She had no more experience than he did. Just because she was a woman didn’t mean that she understood any of this. She’d never had parents to give her a blueprint. Neither of them had the least idea of what they were doing, but at least Rose was trying. She was determined that their child would have the chance in life she never had—to grow up in a loving home.

But if it is true that people have known for thousands of years what it takes to become free and in control of one’s life, why haven’t we made more progress in this direction? Why are we as helpless, or more so, than our ancestors were in facing the chaos that interferes with happiness? There are at least two good explanations for this failure. In the first place, the kind of knowledge—or wisdom—one needs for emancipating consciousness is not cumulative. It cannot be condensed into a formula; it cannot be memorized and then routinely applied. Like other complex forms of expertise, such as a mature political judgment or a refined aesthetic sense, it must be earned through trial-and-error experience by each individual, generation after generation. Control over consciousness is not simply a cognitive skill. At least as much as intelligence, it requires the commitment of emotions and will. It is not enough to know how to do it; one must do it, consistently, in the same way as athletes or musicians who must keep practicing what they know in theory. And this is never easy. Progress is relatively fast in fields that apply knowledge to the material world, such as physics or genetics. But it is painfully slow when knowledge is to be applied to modify our own habits and desires.

Using magnetoencephalography, a technique that measures the weak magnetic fields given off by a thinking brain, researchers have found that higher-rated chess players are more likely to engage the frontal and parietal cortices of the brain when they look at the board, which suggests that they are recalling information from long-term memory. Lower-ranked players are more likely to engage the medial temporal lobes, which suggests that they are encoding information. The experts are interpreting the present board in terms of their massive knowledge of past ones. The lower ranked players are seeing the board as something new...[de Groot] argued that expertise in the field of shoemaking, painting, building, or confectionary, is the result of the same accumulation of experiential linkings. According to Erikson, what we call expertise is really just vast amounts of knowledge, pattern-based retrieval, and planning mechanisms acquired over many years of experience in the associated domain. In other words, a great memory isn't just a byproduct of expertise; it is the essence of expertise. Whether we realize it or not, we are all like those chess masters and chicken sexers- interpreting the present in light of what we've learned in the past and letting our previous experiences shape not only how we perceive our world, but also the moves we end up making in it... Our memories are always with us, shaping and being shaped by the information flowing through our senses in a continuous feedback loop. Everything we see, hear, and smell is inflected by all the things we've seen, heard, and smelled in the past...Who we are and what we do is fundamentally a function of what we remember.

In 1979, Christopher Connolly cofounded a psychology consultancy in the United Kingdom to help high achievers (initially athletes, but then others) perform at their best. Over the years, Connolly became curious about why some professionals floundered outside a narrow expertise, while others were remarkably adept at expanding their careers—moving from playing in a world-class orchestra, for example, to running one. Thirty years after he started, Connolly returned to school to do a PhD investigating that very question, under Fernand Gobet, the psychologist and chess international master. Connolly’s primary finding was that early in their careers, those who later made successful transitions had broader training and kept multiple “career streams” open even as they pursued a primary specialty. They “traveled on an eight-lane highway,” he wrote, rather than down a single-lane one-way street. They had range. The successful adapters were excellent at taking knowledge from one pursuit and applying it creatively to another, and at avoiding cognitive entrenchment. They employed what Hogarth called a “circuit breaker.” They drew on outside experiences and analogies to interrupt their inclination toward a previous solution that may no longer work. Their skill was in avoiding the same old patterns. In the wicked world, with ill-defined challenges and few rigid rules, range can be a life hack. Pretending the world is like golf and chess is comforting. It makes for a tidy kind-world message, and some very compelling books. The rest of this one will begin where those end—in a place where the popular sport is Martian tennis, with a view into how the modern world became so wicked in the first place.

Why are we as helpless, or more so, than our ancestors were in facing the chaos that interferes with happiness? There are at least two good explanations for this failure. In the first place, the kind of knowledge—or wisdom—one needs for emancipating consciousness is not cumulative. It cannot be condensed into a formula; it cannot be memorized and then routinely applied. Like other complex forms of expertise, such as a mature political judgment or a refined aesthetic sense, it must be earned through trial-and-error experience by each individual, generation after generation. Control over consciousness is not simply a cognitive skill. At least as much as intelligence, it requires the commitment of emotions and will. It is not enough to know how to do it; one must do it, consistently, in the same way as athletes or musicians who must keep practicing what they know in theory. And this is never easy. Progress is relatively fast in fields that apply knowledge to the material world, such as physics or genetics. But it is painfully slow when knowledge is to be applied to modify our own habits and desires. Second, the knowledge of how to control consciousness must be reformulated every time the cultural context changes. The wisdom of the mystics, of the Sufi, of the great yogis, or of the Zen masters might have been excellent in their own time—and might still be the best, if we lived in those times and in those cultures. But when transplanted to contemporary California those systems lose quite a bit of their original power. They contain elements that are specific to their original contexts, and when these accidental components are not distinguished from what is essential, the path to freedom gets overgrown by brambles of meaningless mumbo jumbo. Ritual form wins over substance, and

we were disposed, when starting out, to use them as the basis for our practice in this new context. In our early work with professors, however, we were not in a position to impose rules. We soon discovered the folly of making any pronouncements about the amount of writing, for instance, which might distinguish a writing-intensive approach, and took it as our goal to find professors willing to experiment and to take some steps toward engaging more with writing. We were consultants with expertise in how to use and teach writing, and we suggested strategies and provided materials. The fact that those strategies were grounded in research and theory, and could be signaled as criteria emerged in our process of discussion with faculty about the rationale for adopting particular teaching strategies. The emphasis was on alternative pedagogies, not on a list of rules requiring compliance. Just as one does not need to know that a particular word in a sentence is functioning as an adjective in order to use adjectives, faculty also neither needed, nor were necessarily concerned, to associate a practice like revision with criteria for an as yet non-existent W-course. What eventually became official criteria were initially the elements that we encouraged according to what an individual faculty member was able and willing to accommodate. The early pilot courses overall represented all the elements that we would identify as foundational to effective practice in teaching writing, but in very few courses were all of the criteria present. Faculty members positioned themselves across a spectrum of starting points in their views of writing and its role in their courses. For many professors in the Arts and social sciences, the “writing-intensive” label simply acknowledged that their courses included substantial amounts of writing. For many in the Physical Sciences, the concept as applied to their courses could, at first glance,

The information in this topic of decision making and how to create and nurture it, is beneficial to every cop in their quest to mastering tactics and tactical decision making and are a must read for every cop wanting to be more effective and safe on the street. My purpose is to get cops thinking about this critical question: In mastering tactics shouldn’t we be blending policy and procedure with people and ideas? It should be understandable that teaching people, procedures helps them perform tasks more skillfully doesn’t always apply. Procedures are most useful in well-ordered situations when they can substitute for skill, not augment it. In complex situations, in the shadows of the unknown, uncertain and unpredictable and complex world of law enforcement conflict, procedures are less likely to substitute for expertise and may even stifle its development. Here is a different way of putting it as Klein explains: In complex situations, people will need judgment skills to follow procedures effectively and to go beyond them when necessary.3 For stable and well-structured tasks i.e. evidence collection and handling, follow-up investigations, booking procedures and report writing, we should be able to construct comprehensive procedure guides. Even for complex tasks we might try to identify the procedures because that is one road to progress. But we also have to discover the kinds of expertise that comes into play for difficult jobs such as, robbery response, active shooter and armed gunman situations, hostage and barricade situations, domestic disputes, drug and alcohol related calls and pretty much any other call that deals with emotionally charged people in conflict. Klein states, “to be successful we need both analysis (policy and procedure) and intuition (people and ideas).”4 Either one alone can get us into trouble. Experts certainly aren’t perfect, but analysis can fail. Intuition isn’t magic either. Klein defines intuition as, “ways we use our experience without consciously thinking things out”. Intuition includes tacit knowledge that we can’t describe. It includes our ability to recognize patterns stored in memory. We have been building these patterns up all our lives from birth to present, and we can rapidly match a situation to a pattern or notice that something is off, that some sort of anomaly is warning us to be careful.5

Delegation—the assigning of things (work or a task) to individuals. Jethro told Moses to delegate the lesser tasks so he could focus on the major issues of leading the nation of Israel to the promised land. Delegation involves three important elements: Clearly assigning the responsibility the individual is entrusted with. Granting the necessary authority and ability to accomplish the task assigned. Holding the person accountable for the completion of the assigned task. Delegation is not giving an unpleasant task to someone, nor is it getting rid of work to make your workday less than responsible. It is, however: Sharing the work with individuals who have the capability so that you may concentrate on more challenging or more difficult assignments. Providing a format whereby individuals can mature and learn through on-the-job work. Encouraging others to become part of the organization by participative task accomplishment. Allowing individuals to exercise their special gifts and abilities. An important element of the organizational structure of the church is the granting of authority to accomplish the task. Authority is the right to invoke compliance by subordinates on the basis of the formal position in the organizational structure and upon the controls the formal organization has placed on that position. Authority is linked to the position, not the person. Authority is derived in various ways: Position Reputation Experience Expertise Authority and responsibility are directly linked. When you give someone responsibility for a task, then the individual should be given the ability to see to it that the task is accomplished. Responsibility and accountability are also directly linked. If the individual is given the responsibility for a task as well the authority/ability to see to its accomplishment, then it is the manager or administrator’s responsibility to hold the individual accountable to complete the task in the manner assigned and planned. Elements of describing the use of organizational authority include: The use of an organizational chart that establishes the chain of command. The use of functional authority, assigning to individuals in other elements of the organization the authority to administer and control elements of the organization outside their own. Defining span of control, defining within the task assignment specifically what elements of the organization the individual has authority over.

When the day of the meeting arrived, Anna opened by acknowledging ABC’s biggest gripes. “We understand that we brought you on board with the shared goal of having you lead this work,” she said. “You may feel like we have treated you unfairly, and that we changed the deal significantly since then. We acknowledge that you believe you were promised this work.” This received an emphatic nod from the ABC representatives, so Anna continued by outlining the situation in a way that encouraged the ABC reps to see the firms as teammates, peppering her statements with open-ended questions that showed she was listening: “What else is there you feel is important to add to this?” By labeling the fears and asking for input, Anna was able to elicit an important fact about ABC’s fears, namely that ABC was expecting this to be a high-profit contract because it thought Anna’s firm was doing quite well from the deal. This provided an entry point for Mark, who explained that the client’s new demands had turned his firm’s profits into losses, meaning that he and Anna needed to cut ABC’s pay further, to three people. Angela, one of ABC’s representatives, gasped. “It sounds like you think we are the big, bad prime contractor trying to push out the small business,” Anna said, heading off the accusation before it could be made. “No, no, we don’t think that,” Angela said, conditioned by the acknowledgment to look for common ground. With the negatives labeled and the worst accusations laid bare, Anna and Mark were able to turn the conversation to the contract. Watch what they do closely, as it’s brilliant: they acknowledge ABC’s situation while simultaneously shifting the onus of offering a solution to the smaller company. “It sounds like you have a great handle on how the government contract should work,” Anna said, labeling Angela’s expertise. “Yes—but I know that’s not how it always goes,” Angela answered, proud to have her experience acknowledged. Anna then asked Angela how she would amend the contract so that everyone made some money, which pushed Angela to admit that she saw no way to do so without cutting ABC’s worker count. Several weeks later, the contract was tweaked to cut ABC’s payout, which brought Anna’s company $1 million that put the contract into the black. But it was Angela’s reaction at the end of the meeting that most surprised Anna. After Anna had acknowledged that she had given Angela some bad news and that she understood how angry she must feel, Angela said:

A tearing agony went through Lillian’s right thigh, and she would have stumbled to the ground had it not been for the support of his arm around her back. “Oh, damn it,” she said shakily, clutching at her thigh. A twisting spasm in her thigh muscle caused her to groan through her clenched teeth. “Damn, damn—” “What is it?” St. Vincent asked, swiftly lowering her to the path. “A leg cramp?” “Yes…” Pale and shaking, Lillian caught at her leg, while her face contorted with agony. “Oh God, it hurts!” He bent over her, frowning with concern. His quiet voice was threaded with urgency. “Miss Bowman…would it be possible for you to temporarily ignore everything you’ve heard about my reputation? Just long enough for me to help you?” Squinting at his face, Lillian saw nothing but an honest desire to relieve her pain, and she nodded. “Good girl,” he murmured, and gathered her writhing body into a half-sitting position. He talked swiftly to distract her, while his hand slipped beneath her skirts with gentle expertise. “It will take just a moment. I hope to God that no one happens along to see this—it looks more than a bit incriminating. And it’s doubtful that they would accept the traditional but somewhat overused leg-cramp excuse—” “I don’t care,” she gasped. “Just make it go away.” She felt St. Vincent’s hand slide lightly up her leg, the warmth of his skin sinking through the thin fabric of her knickers as he searched for the knotting, twitching muscle. “Here we are. Hold your breath, darling.” Obeying, Lillian felt him roll his palm strongly over the muscle. She nearly yelped at the burst of searing fire in her leg, and then suddenly it eased, leaving her weak with relief. Relaxing back against his arm, Lillian let out a long breath. “Thank you. That’s much better.” A faint smile crossed his lips as he deftly tugged her skirts back over her legs. “My pleasure.” “That never happened to me before,” she murmured, flexing her leg cautiously. “No doubt it was a repercussion from your exploit in the sidesaddle. You must have strained a muscle.” “Yes, I did.” Color burnished her cheeks as she forced herself to admit, “I’m not used to jumping on sidesaddle— I’ve only done it astride.” His smile widened slowly. “How interesting,” he murmured. “Clearly my experiences with American girls have been entirely too limited. I didn’t realize you were so delightfully colorful.” “I’m more colorful than most,” she told him sheepishly, and he grinned. -Lillian & Sebastian St. Vincent

In 2009, Kahneman and Klein took the unusual step of coauthoring a paper in which they laid out their views and sought common ground. And they found it. Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform. The domains Klein studied, in which instinctive pattern recognition worked powerfully, are what psychologist Robin Hogarth termed “kind” learning environments. Patterns repeat over and over, and feedback is extremely accurate and usually very rapid. In golf or chess, a ball or piece is moved according to rules and within defined boundaries, a consequence is quickly apparent, and similar challenges occur repeatedly. Drive a golf ball, and it either goes too far or not far enough; it slices, hooks, or flies straight. The player observes what happened, attempts to correct the error, tries again, and repeats for years. That is the very definition of deliberate practice, the type identified with both the ten-thousand-hours rule and the rush to early specialization in technical training. The learning environment is kind because a learner improves simply by engaging in the activity and trying to do better. Kahneman was focused on the flip side of kind learning environments; Hogarth called them “wicked.” In wicked domains, the rules of the game are often unclear or incomplete, there may or may not be repetitive patterns and they may not be obvious, and feedback is often delayed, inaccurate, or both. In the most devilishly wicked learning environments, experience will reinforce the exact wrong lessons. Hogarth noted a famous New York City physician renowned for his skill as a diagnostician. The man’s particular specialty was typhoid fever, and he examined patients for it by feeling around their tongues with his hands. Again and again, his testing yielded a positive diagnosis before the patient displayed a single symptom. And over and over, his diagnosis turned out to be correct. As another physician later pointed out, “He was a more productive carrier, using only his hands, than Typhoid Mary.” Repetitive success, it turned out, taught him the worst possible lesson. Few learning environments are that wicked, but it doesn’t take much to throw experienced pros off course. Expert firefighters, when faced with a new situation, like a fire in a skyscraper, can find themselves suddenly deprived of the intuition formed in years of house fires, and prone to poor decisions. With a change of the status quo, chess masters too can find that the skill they took years to build is suddenly obsolete.

Even though everyone on the team is presumably working toward the same goal, often how to accomplish that goal can become a battlefield of differing opinions, each informed by the professional experience and expertise of their owners.