Before each occasion, I read more studies and spoke with more researchers and found more evidence that it takes time—and often forgoing a head start—to develop personal and professional range, but it is worth it. I dove into work showing that highly credentialed experts can become so narrow-minded that they actually get worse with experience, even while becoming more confident—a dangerous combination. And I was stunned when cognitive psychologists I spoke with led me to an enormous and too often ignored body of work demonstrating that learning itself is best done slowly to accumulate lasting knowledge, even when that means performing poorly on tests of immediate progress. That is, the most effective learning looks inefficient; it looks like falling behind. Starting something new in middle age might look that way too. Mark Zuckerberg famously noted that “young people are just smarter.” And yet a tech founder who is fifty years old is nearly twice as likely to start a blockbuster company as one who is thirty, and the thirty-year-old has a better shot than a twenty-year-old. Researchers at Northwestern, MIT, and the U.S. Census Bureau studied new tech companies and showed that among the fastest-growing start-ups, the average age of a founder was forty-five when the company was launched. Zuckerberg was twenty-two when he said that. It was in his interest to broadcast that message, just as it is in the interest of people who run youth sports leagues to claim that year-round devotion to one activity is necessary for success, never mind evidence to the contrary. But the drive to specialize goes beyond that. It infects not just individuals, but entire systems, as each specialized group sees a smaller and smaller part of a large puzzle. One revelation in the aftermath of the 2008 global financial crisis was the degree of segregation within big banks. Legions of specialized groups optimizing risk for their own tiny pieces of the big picture created a catastrophic whole. To make matters worse, responses to the crisis betrayed a dizzying degree of specialization-induced perversity. A federal program launched in 2009 incentivized banks to lower monthly mortgage payments for homeowners who were struggling but still able to make partial payments. A nice idea, but here’s how it worked out in practice: a bank arm that specialized in mortgage lending started the homeowner on lower payments; an arm of the same bank that specialized in foreclosures then noticed that the homeowner was suddenly paying less, declared them in default, and seized the home. “No one imagined silos like that inside banks,” a government adviser said later. Overspecialization can lead to collective tragedy even when every individual separately takes the most reasonable course of action. Highly specialized health care professionals have developed their own versions of the “if all you have is a hammer, everything looks like a nail” problem. 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. An internationally renowned scientist (whom you will meet toward the end of this book) told me that increasing specialization has created a “system of parallel trenches” in the quest for innovation. 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 scientist is taking it upon himself to attempt to despecialize the training of future researchers; he hopes that eventually it will spread to training in every field. He profited immensely from cultivating range in his own life, even as he was pushed to specialize. And now he is broadening his purview again, designing a training program in an attempt to give others a chance to deviate from the Tiger path. “This may be the most important thing I will ever do in my life,” he told me. I hope this book helps you understand why.
The conventional wisdom is that the earlier you specialize, the more of a head start you’ll get. Add in the concepts of “deliberate practice” that many other books have touted, and it is easy to see how people or “tiger mums” have the idea of drilling their kids in 1 discipline as early as possible.
What this book is about is “range”. We don’t have to specialize early. In fact, it might be beneficial to pick up different sets of skills when taking on different kinds of problems. Kobe Bryant credited his time playing football (soccer) when he was young as extremely helpful in his basketball court vision and footwork. What this book aims to show is that progress is never a straight line, and that narrowing yourself to 1 discipline too early might actually impede your development as a whole.
Let me share more passages from this book in the upcoming days.
