David Epstein Quotes

The same medicine should not be prescribed for every athlete. For some, less training is the right medicine.

...he preferred to view his crew leadership not as decision making, but as sensemaking. "If I make a decision, it is a possession, I take pride in it. I tend to defend it and not listen to those who question it...If I make sense, then this is more dynamic and I listen and I can change it.

Everyone is digging deeper into their own trench and rarely standing up to look in the next trench over, even though the solution to their problem happens to reside there.

The average expert was a horrific forecaster. Their areas of specialty, years of experience, academic degrees, and even (for some) access to classified information made no difference. They were bad at short-term forecasting, bad at long-term forecasting, and bad at forecasting in every domain. When experts declared that some future event was impossible or nearly impossible, it nonetheless occurred 15 percent of the time. When they declared a sure thing, it failed to transpire more than one-quarter of the time.

an official with the U.S. Securities and Exchange Commission learned I was writing about specialization and contacted me to make sure I knew that specialization had played a critical role in the 2008 global financial crisis. "Insurance regulators regulated insurance, bank regulators regulated banks, securities regulators regulated securities, and consumer regulators regulated consumers," the official told me. "But the provision of credit goes across all those markets. So we specialized products, we specialized regulation, and the question is, 'Who looks across those markets?' The specialized approach to regulation missed systemic issues.

Without both genes and environments, there are no outcomes.

Their findings about who these people are should sound familiar by now: "high tolerance for ambiguity"; "systems thinkers"; "additional technical knowledge from peripheral domains"; "repurposing what is already available"; "adept at using analogous domains for finding inputs to the invention process"; "ability to connect disparate pieces of information in new ways"; "synthesizing information from many different sources"; "they appear to flit among ideas"; "broad range of interests"; "they read more (and more broadly) than other technologists and have a wider range of outside interests"; "need to learn significantly across domains"; "Serial innovators also need to communicate with various individuals with technical expertise outside of their own domain.

Specialization is obvious: keep going straight. Breadth is trickier to grow.

Exposure to the modern world has made us better adapted to complexity, and that has manifested in flexibility, with profound implications for the breadth of our intellectual world. In every cognitive direction, the minds of premodern citizens were severely constrained by the concrete world before them.

Consider that children grow more quickly in spring and summer than in fall and winter, and that this is apparently due to sunlight signals that enter through the eyeballs, since the growth of totally blind children consists of similar fluctuations but are not synchronized with the seasons.

We fail...tasks we don't have the guts to quit."...knowing when to quit is such a strategic advantage that every single person, before undertaking an endeavor should enumerate conditions under which they should quit.

If we treated careers more like dating, nobody would settle down so quickly.

We learn who we are only by living, and not before.

First act and then think...We discover the possibilities by doing, by trying new activities, building new networks, finding new role models." We learn who we are in practice, not in theory.

One of the issues with our field is when we've looked at activity, and what controls activity, we've forgotten that we know very clearly there are biological mechanisms that actually influence people to be active or not" Lightfoot says. "You can have a predisposition to be a couch potato

...problem solving "begins with the typing of the problem."..."a problem well put is half-solved.

When a knowledge structure is so flexible that it can be applied effectively even in new domains or extremely novel situations, it is called "far transfer.