Success has to try to change.

Success has to try to change.

This document synthesizes key principles from David Epstein that challenge the traditional belief that focusing on narrow expertise early on is the best path to success. Epstein points out that "diversity of experience" (Range) is the predictor of long-term success, especially in a world that is complex and difficult to predict.

1.Demolish the 10,000 Hour Rule: Diversity Wins Speed

The popular idea that 10,000 hours of practice would lead to mastery is wrongly and seriously misleading. According to the original study on violinists,:

High volatility: Information released later revealed that some violinists became masters by spending much less training hours, while others practiced more was not equally successful.

The Importance of "Perfection" (Fit): This volatility underlines that it is important to find domains where individuals are more aptitude and learn more effectively, which is undermined by advice to choose and focus on one thing from the beginning.

The real talent is the ability to develop: judging potential from talent at the beginning is often misleading. The most important ability is the "ability to improve quickly" when given the right opportunity.

The principle is that the breadth of practice can predict the breadth of deployment. Individuals with a wide range of experiences create flexible models of thought that make them better prepared to deal with new problems.

2. The "Sixack" career path and the power of the Range.

Research suggests that following a "zigzag" career path, or changing direction based on new knowledge of one's own skills and interests, is more effective than sticking to a fixed long-term goal.

Short-term trials: Most of those who achieve fulfillment in their careers choose to do practical experiments in the short term; instead of making rigorous long-term plans, they will ask themselves, "Who am I now, what skills and interests are there, and what opportunities are there in front of me, will I try this?"

Match Quality: This iteration process helps individuals achieve a better "quality of consistency" between their ability / attention and their work, which is the most powerful indicator for their performance and sense of fulfillment in their work.

The Turtle-to-Rabbit Parable: Being an expert early may create a short-term advantage that "fades" over time, while those with a broad background will eventually be able to pursue and transcend them.

3. Personal Productivity Strategy

Modern work environments are full of distractions that impair performance and stress. Concentration management is therefore important:

Avoid Multitasking: The brain cannot multitask, but switches tasks quickly. Each switching has cognitive costs, so make time for the most important single task.

Don't start your day with email: Starting your workday with email encourages your brain to enter multiple working modes immediately and creates a "stale" feeling throughout the day. Start your day with the highest concentration-intensive task.

Disposal of distractions: If you systematically remove external distractions, the brain will gradually reduce the habit of interrupting itself.

4. Create innovation with "desirable difficulty."

Effective learning is not easy, but rather the adoption of strategies that make short-term learning feel difficult, but contribute to the persistence of better long-term knowledge.

The Generation Effect: Forcing yourself to create answers (such as using Flashcards) is much better than sluggish reviews.

Interleaved Practice: Combining different types of problems or skills in practice (e.g. alternating A B C training) is more effective than block training (A A A, B B B) because it forces the brain to learn to match strategies with the type of problem.

5. Organizational Growth: Balance between Exploration and Utilization

Successful organizations face the challenge of "exploring" new knowledge and capabilities, along with "taking advantage" of what is already doing well.

Hot Streak: Research has shown that the best moments of an artist, director or scientist's career are often followed by a period of exploration, so organizations have to learn to switch between exploration and utilization.

Creating an Experimental Culture: In order to promote innovation, leaders must establish psychological safety in experiments and failures, preferably with a failure rate of 15-20% to achieve maximum improvement.

The power of diversity: When it comes to solving new problems, teams should have a variety of experiences to be able to create as many "comparisons from multiple fields" as possible, because a team of experts with the same background is no different from using a single brain.

6. Learning "Kind" vs. "Wicked"

The effectiveness of learning strategies depends on the characteristics of their respective domains:

Kind environment (gentle): Have clear rules, repeated patterns and get quick and accurate feedback (e.g. chess, golf), specialization strategy (10,000 hours) will be effective.

Wicked environment (complex): Statutes are unclear or changed, patterns are unique, and feedback is delayed or inaccurate (e.g., entrepreneurship, management). A broad-based strategy (Range) will prevail, because diversity of experience helps create flexible models to adapt to new situations.

7. Employment for adaptation capacity

Organizations in need of innovation should change their employment criteria.

Hiring for the Unteachable: Instead of hiring someone who exactly matches the job title (an easily teachable skill), an organization should reserve the position for someone with a unique way of thinking or a variety of experiences, which will be difficult to cultivate from within.

Diverse Job Function: Research has shown that the best indicator for people to rise to senior management is the number of different jobs they've done in their respective industries. Changing roles gives individuals a broader understanding of the system and high adaptability.

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