David Epstein Quotes

Big innovation most often happens when an outsider who may be far away from the surface of the problem reframes the problem in a way that unlocks the solution.

It isn’t just the increase in new knowledge that generates opportunities for nonspecialists, though. In a race to the forefront, a lot of useful knowledge is simply left behind to molder. That presents another kind of opportunity for those who want to create and invent but who cannot or simply do not want to work at the cutting edge. They can push forward by looking back; they can excavate old knowledge but wield it in a new way.

the distribution of effort across different instruments seems important. Those children identified as exceptional by [the school] turn out to be those children who distributed their effort more evenly across three instruments.” The less skilled students tended to spend their time on the first instrument they picked up, as if they could not give up a perceived head start. The exceptional students developed more like the figlie del coro. “The modest investment in a third instrument paid off handsomely for the exceptional children,” the scientists concluded.

The precise person you are now is fleeting, just like all the other people you’ve been. That feels like the most unexpected result, but it is also the most well documented.

Yokoi had no desire (or capability) to compete with electronics companies that were racing one another to invent some entirely new sliver of dazzling technology. Nor could Nintendo compete with Japan’s titans of traditional toys — Bandai, Epoch, and Takara — on their familiar turf. With that, and Drive Game, in mind, Yokoi embarked on an approach he called “lateral thinking with withered technology.” Lateral thinking is a term coined in the 1960s for the reimagining of information in new contexts, including the drawing together of seemingly disparate concepts or domains that can give old ideas new uses. By “withered technology,” Yokoi meant tech that was old enough to be extremely well understood and easily available, so it didn’t require a specialist’s knowledge. The heart of his philosophy was putting cheap, simple technology to use in ways no one else considered.

Dark horses were on the hunt for match quality. “They never look around and say, ‘Oh, I’m going to fall behind, these people started earlier and have more than me at a younger age,’” Ogas told me. “They focused on, ‘Here’s who I am at the moment, here are my motivations, here’s what I’ve found I like to do, here’s what I’d like to learn, and here are the opportunities. Which of these is the best match right now? And maybe a year from now I’ll switch because I’ll find something better.

Our work preferences and our life preferences do not stay the same, because we do not stay the same.

Especially now, when all the information is on your phone. You have people walking around with all the knowledge of humanity on their phone, but they have no idea how to integrate it. We don’t train people in thinking or reasoning.

Just as it is in golf, procedure practice is important in math. But when it comprises the entire math training strategy, it’s a problem. “Students do not view mathematics as a system,” Richland and her colleagues wrote. They view it as just a set of procedures.

a system that leads people to downplay previous experiences, as if they were entirely wasted, is a counterproductive one. We shouldn’t be ashamed of broad experience, or of needing time to find match quality. Take it from Angela Duckworth, the researcher whose work popularized the psychological construct of “grit.

Overspecialization can lead to collective tragedy even when every individual separately takes the most reasonable course of action.

InnoCentive solvers rate problems on how relevant they were to their own field of specialization, and found that “the further the problem was from the solver’s expertise, the more likely they were to solve it.

Interventional cardiologists have gotten so used to treating chest pain with stents — metal tubes that pry open blood vessels — that they do so reflexively even in cases where voluminous research has proven that they are inappropriate or dangerous. A recent study found that cardiac patients were actually less likely to die if they were admitted during a national cardiology meeting, when thousands of cardiologists were away; the researchers suggested it could be because common treatments of dubious effect were less likely to be performed.

My inclination is to attack a problem by building a narrative. I figure out the fundamental questions to ask, and if you ask those questions of the people who actually do know their stuff, you are still exactly where you would be if you had all this other knowledge inherently.

In professional networks that acted as fertile soil for successful groups, individuals moved easily among teams, crossing organizational and disciplinary boundaries and finding new collaborators. Networks that spawned unsuccessful teams, conversely, were broken into small, isolated clusters in which the same people collaborated over and over. Efficient and comfortable, perhaps, but apparently not a creative engine.