SPRAGGETT ON CHESS
Expertise Requires Time over Talent
So Get Busy!
Career blogger Penelope Trunk carries a 2007 article from the Harvard Business Review with her everywhere she goes. The article, called The Making of an Expert, discusses the reality of expertise, which, simply put, is this:
Being an expert takes time, not talent.
The HBR article, which you can read at the link below examines the factors that experts in various fields share in common. http://www.coachingmanagement.nl/The%20Making%20of%20an%20Expert.pdf
The takeaway, from Trunk’s post:
Being an expert is not what you think, probably. For one thing, the article explains that “there is no correlation between IQ and expert performance in fields such as chess, music, sports, and medicine. The only innate differences that turn out to be significant—and they matter primarily in sports—are height and body size.”
So what factor does correlate with success? One thing [that] emerges very clearly is that successful performers “had practiced intensively, had studied with devoted teachers, and had been supported enthusiastically by their families throughout their developing years.”
Today the standard for being an international success at anything is so high that the authors say you need to spend at least ten years working in a very focused, everyday way on the thing you want to be great at.
This isn’t the first time we’ve heard this advice, but like Trunk carries around the Harvard Business Review article with her everywhere she goes, it doesn’t hurt to get the occasional reminder. Whether or not you’re brimming with innate talent, the real key to success is the same old standby: hard work.
Being an expert takes time, not talent .
The Making of an Expert
by K. Anders Ericsson, Michael J. Prietula, and Edward T. Cokely
New research shows that outstanding performance is the product of years of deliberate practice and coaching, not of any innate talent or skill.
Thirty years ago, two Hungarian educators, László and Klara Polgár, decided to challenge the popular assumption that women don’t succeed in areas requiring spatial thinking, such as chess. They wanted to make a point about the power of education. The Polgárs homeschooled their three daughters, and as part of their education the girls started playing chess with their parents at a very young age.
Their systematic training and daily practice paid off. By 2000, all three daughters had been ranked in the top ten female players in the world. The youngest, Judit, had become a grand master at age 15, breaking the previous record for the youngest person to earn that title, held by Bobby Fischer, by a month. Today Judit is one of the world’s top players and has defeated almost all the best male players.
It’s not only assumptions about gender differences in expertise that have started to crumble. Back in 1985, Benjamin Bloom, a professor of education at the University of Chicago, published a landmark book, Developing Talent in Young People
, which examined the critical factors that contribute to talent. He took a deep retrospective look at the childhoods of 120 elite performers who had won international competitions or awards in fields ranging from music and the arts to mathematics and neurology.Surprisingly, Bloom’s work found no early indicators that could have predicted the virtuosos’ success
. Subsequent research indicating that there is no correlation between IQ and expert performance in fields such as chess, music, sports, and medicine has borne out his findings
. The only innate differences that turn out to be significant—and they matter primarily in sports—are height and body size.
So what does correlate with success?
One thing emerges very clearly from Bloom’s work: All the superb performers he investigated had practiced intensively, had studied with devoted teachers, and had been supported enthusiastically by their families throughout their developing years.
Later research building on Bloom’s pioneering study revealed that the amount and quality of practice were key factors in the level of expertise people achieved. Consistently and overwhelmingly, the evidence showed that experts are always made, not born.
Before practice, opportunity, and luck can combine to create expertise, the would-be expert needs to demythologize the achievement of top-level performance, because the notion that genius is born, not made, is deeply ingrained. It’s perhaps most perfectly exemplified in the person of Wolfgang Amadeus Mozart, who is typically presented as a child prodigy with exceptional innate musical genius. Nobody questions that Mozart’s achievements were extraordinary compared with those of his contemporaries. What’s often forgotten, however, is that his development was equally exceptional for his time. His musical tutelage started before he was four years old, and his father, also a skilled composer, was a famous music teacher and had written one of the first books on violin instruction. Like other world-class performers, Mozart was not born an expert—he became one. (The Making of an Expert)
These conclusions are based on rigorous research that looked at exceptional performance using scientific methods that are verifiable and reproducible. Most of these studies were compiled in The Cambridge Handbook of Expertise and Expert Performance
, published by Cambridge University Press and edited by K. Anders Ericsson, one of the authors of this article. The 900-page-plus handbook includes contributions from more than 100 leading scientists who have studied expertise and top performance in a wide variety of domains: surgery, acting, chess, writing, computer programming, ballet, music, aviation, firefighting, and many others.
The journey to truly superior performance is neither for the faint of heart nor for the impatient. The development of genuine expertise requires struggle, sacrifice, and honest, often painful self-assessment. There are no shortcuts.
The story of the Beatles is a classic tale of rags to riches. They could equally be called ‘blood, sweat and tears.”
It will take you at least a decade to achieve expertise, and you will need to invest that time wisely, by engaging in “deliberate” practice—practice that focuses on tasks beyond your current level of competence and comfort. You will need a well-informed coach not only to guide you through deliberate practice but also to help you learn how to coach yourself. Above all, if you want to achieve top performance as a manager and a leader, you’ve got to forget the folklore about genius that makes many people think they cannot take a scientific approach to developing expertise. We are here to help you explode those myths.
Let’s begin our story with a little wine.
What Is an Expert?
In 1976, a fascinating event referred to as the “Judgment of Paris” took place. An English-owned wineshop in Paris organized a blind tasting in which nine French wine experts rated French and California wines—ten whites and ten reds. The results shocked the wine world: California wines received the highest scores from the panel. Even more surprising, during the tasting the experts often mistook the American wines for French wines and vice versa.
Pele learned soccer playing on the street without shoes
Two assumptions were challenged that day. The first was the hitherto unquestioned superiority of French wines over American ones. But it was the challenge to the second—the assumption that the judges genuinely possessed elite knowledge of wine—that was more interesting and revolutionary. The tasting suggested that the alleged wine experts were no more accurate in distinguishing wines under blind test conditions than regular wine drinkers—a fact later confirmed by our laboratory tests.
Albert Einstein worked as a patent clerk during the day.
Current research has revealed many other fields where there is no scientific evidence that supposed expertise leads to superior performance. One study showed that psychotherapists with advanced degrees and decades of experience aren’t reliably more successful in their treatment of randomly assigned patients than novice therapists with just three months of training are. There are even examples of expertise seeming to decline with experience. The longer physicians have been out of training, for example, the less able they are to identify unusual diseases of the lungs or heart. Because they encounter these illnesses so rarely, doctors quickly forget their characteristic features and have difficulty diagnosing them. Performance picks up only after the doctors undergo a refresher course.
Copyright © 2007 Harvard Business School Publishing Corporation.http://hbr.org/2007/07/the-making-of-an-expert/ar/1
One of the most curious and fascinating discoveries in this study is the 10-year rule. Across a wide range of fields, it seems to require at least a decade of dedicated practice and training to produce world-class performance, like winning an international chess tournament. This applies to Mozart and the Beatles as well as to writers, inventors and athletes.
The conclusion seems self-evident: without hard work and dedication, talent is quite useless.
SPRAGGETT ON CHESS