In professional networks that acted as fertile soil for successful groups, individuals moved easily among teams, crossing organizational and discipli… - David Epstein

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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.

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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.

In that way, the students had something in common with Luria’s remote villagers — even the science majors were typically unable to generalize research methods from their own field to other fields. Flynn’s conclusion: “There is no sign that any department attempts to develop [anything] other than narrow critical competence.

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The most momentous personality changes occur between age eighteen and one’s late twenties, so specializing early is a task of predicting match quality for a person who does not yet exist. It could work, but it makes for worse odds. Plus, while personality change slows, it does not stop at any age. Sometimes it can actually happen instantly.

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