(Pdf New) [The End of Average: How We Succeed in a Wolrd That Values Sameness] author Todd Rose

  • Hardcover
  • 256
  • The End of Average: How We Succeed in a Wolrd That Values Sameness
  • Todd Rose
  • en
  • 01 June 2020
  • 9780062358363

Todd Rose Á 4 review

Read É The End of Average: How We Succeed in a Wolrd That Values Sameness 104 Download ´ PDF, DOC, TXT or eBook Á Todd Rose Todd Rose Á 4 review At the best way to run our institutions is by focusing on the average person But when you actually drill down into the numbers you find an amazing fact no one is average which means that our society built for everyone is actually serving no oneIn the 1950s the American Air Force found itself with a massive problem performance in expensive custom made planes was suffering terribly with crashes peaking at seventeen in a single day Since the state of the art planes they were flying had been meticulously crafted to fit the average pilot pilot error was assumed to be at fault Until that is the Air Force investigated just how many of their pilots were actually average The shocking answer out of thousands of active duty pilots exactly zero were average Not one. I bought this book after the speaker at last year s Diocesan curriculum conference lauded it as a life changing book that was sure to revolutionize how you work in the classroom because it was the best book he had read in 10 years Conclusion he needs to read

characters The End of Average: How We Succeed in a Wolrd That Values SamenessThe End of Average: How We Succeed in a Wolrd That Values Sameness

Read É The End of Average: How We Succeed in a Wolrd That Values Sameness 104 Download ´ PDF, DOC, TXT or eBook Á Todd Rose Todd Rose Á 4 review Each of us knows we’re different We’re a little taller or shorter than the average our salary is a bit higher or lower than the average and we wonder about who it is that is buying the average priced home All around us we think are the average people with the average height the average salary and the average houseBut the average doesn’t just influence how we see ourselves our entire social system has been built around this average size fits all model Schools are designed for the average student Healthcare is designed for the average patient Employers try to fill average job descriptions with employees on an average career trajectory Our government implements programs and initiatives to serve the average person For than a century we’ve believed th. Averages are very convenient when used correctly but even when dealing with statistics they can be misleading when Bill Gates walks into a room of people who have no savings on average they re all millionaires and it gets even worse when we deal with jobs and education As Todd Rose and Ogi Ogas make clear hardly anyone is an average person Whether someone is trying to devise an aircraft cockpit for the average pilot define the average kind of person to fit a job or apply education suited to the average student it all goes horribly wrongIf I m honest there isn t a huge amount of explicit science in the book nor is it the kind of self help book suggested by the subtitle how to succeed in a world that values sameness but scientific thinking underlies the analysis of how averaging people falls down whether it s looking at brain performance or personality typing What Rose and Ogas argue powerfully is that the way we run business and education is based on a fundamentally flawed concept that you can do the right thing for everyone by applying an averaged approach This dates back to the likes of Galton who believed that individuals had inherent capabilities and should be ranked and statistically managed accordinglyAlong the way the authors demolish such concepts I have seen time and again as selecting for jobs on having a degree performance management systems that reuire a fixed distribution of high performers average people and below average people companies based around organisation charts rather than individuals and education that simply doesn t work for many students I was particularly delighted to see the way that they pull apart the ridiculous approach of personality profiling with devastating statistics that show that the way we behave is hugely dependent on the combination of individual personality and context hardly anyone is an introvert or judgemental or argumentative or whatever you like in every circumstanceThe authors admit that the averaging approach was useful in pulling up a 19th century population that had few educational and job opportunities but now especially when we have the kind of systems and information we have they argue that we should be moving beyond simple one dimensional concepts like I and SAT scores and exam results and using multidimensional approaches that take in far and which enable us to build employment and education around the individual rather than the system s idea of an average worker or student Of course there is work involved that with the old averaging but Rose and Ogas point out this benefits both the workers and the companies or the educators and the educated And they show that it is possible to take this approach even in apparently low wage impersonal cookie cutter jobs like workers in a supermarket or manufacturing plantThere are a few issues There s an out and out error where they claim the word statistics comes from static values it actually comes from state as in country And even the authors occasionally slip back into the old norms of success when for instance they refer to Competency based credentialing is that really a word is being tried out successfully at leading universities Surely the concept of a leading university just reflects the old norms of what constitutes success in education And I think the practical applications of these ideas will generally be a lot harder than they seem to think they have great examples of where a low level worker is given the chance to make a change that benefits the company for instance but not of what do when someone makes a change that makes things go horribly wrong Similarly they point out that individual treatment also risks dangers like nepotism but not how to deal with it However that doesn t in any way counter the essential nature of their argument Individuals work and learn and do everything better if treated as individualsI really hope that those involved in business and education and many other areas of public life can get on top of this concept as it could both transform the working experience of the majority and make all our lives better I remember being horrified when consulting for a large company where pay rises were forced into a mathematical distribution you had to have so many winners and so many losers all based around an average performance This kind of thing is becoming less common but most businesses and education still has the rigid picture of averages and ranking that the authors demonstrate so lucidly is wrong and disastrous for human satisfaction In reality I suspect the changes won t come too widely in my lifetime But I d love to be pleasantly surprised And I hope plenty of business people and academics read and learn from this book

Download ´ PDF, DOC, TXT or eBook Á Todd Rose

Read É The End of Average: How We Succeed in a Wolrd That Values Sameness 104 Download ´ PDF, DOC, TXT or eBook Á Todd Rose Todd Rose Á 4 review This discovery led to simple solutions like adjustable seats that dramatically reduced accidents improved performance and expanded the pool of potential pilots It also led to a huge change in thinking planes didn’t need to be designed for everyone they needed to be designed so they could adapt to suit the individual flying themThe End of Average shows how success lies in customizing to our individual needs in all aspects of our lives from the way we mark tests to the medical treatment we receive Using principles from The Science of the Individual it shows how we can break down the average to create individualized success that benefits everyone in the long run It's time we stopped settling for average and in The End of Average Todd Rose will show you ho. Mr Rose s book could have been called How We Came to Have Screwed up Ideas and What to Do About ThemInstead of building systems to fit the individual organizations still try to fit people into systems In the industrial revolution this made sense because uneducated farmworkers were needed for routine factory work But today we have functional and exciting optionsWhat made sense to the father of scientific management Frederick Winslow Taylor now needs a rethink Taylor was against innovation by workers In his opinion an employee s job was to obey Today employers are crying out for people who can innovate Because of institutional one dimensional thinking jobs go unfilled while able people aren t considered for employment Most organizations are what Mr Rose disparagingly calls averagarian How we became averageOur culture is built around averageness an idea first introduced in the early nineteenth century by Adolphe uetelet a Belgian astronomer uetelet was trying to measure planetary speed He came up with the then novel idea to find the average of variable astronomical observations in the belief that the result would be accurate Astronomers thought the average of all the data points was the correct speed deviation was error The idea took hold Average became sought after perfectionuetelet analyzed chest circumferences of 5738 Scottish soldiers in his search for the average man In the 1940s researchers gathered data on ten anatomical dimensions of young men in the hope of finding the best cockpit design and then recruit pilots to fit in themAt the same time the search was on to find female perfection Dr Robert L Dickinson Chief of Obstetrics and Gynecology at the Brooklyn Hospital was known as the Rodin of Obstetrics Dr Dickinson and his collaborators took physical measurements of 15000 young adult women and created Norma a sculpture that can be seen today in the Cleveland Health MuseumThe trouble was that there were almost no pilots or young women who actually matched the average ideal There was too much individual variation Broad conclusions say almost nothing about individual experience and capacitiesMr Rose cites how Sir Francis Galton agreed with uetelet that the average was the basis of scientific understanding of people Galton didn t see average as perfection He saw average as mediocre For him deviation from the average wasn t error but rankRanking is a prime attribute of one dimensional thinking It s a perspective that permeates just about every aspect of life today from medical dosages designed for the average patient to ranking likes on FacebookFor Galton people were essentially eminent mediocre or imbecilic He divided these three categories further And here s where it gets whacky According to Galton if you re mediocre then you re mediocre in every aspect of life If you re eminent you are superior in every way Sir Francis Galton was an upper class chap living at the height of the British Empire Could this have been self serving stuffToday Galton s thinking is no stranger to us If Tiger Woods is a superior golfer then according to popular opinion he should be better in every other way If you have excellent academic credentials you ll be a better employee perform well in anything you choose live a happy life and be admired by the less fortunate We know this isn t true Yet it s a widespread cultural blind spotMaking it humanStories make this book hard to put down They re well researched and range from business to the military But most compelling are those stories the author tells of his own struggle When Mr Rose was 18 he dropped out of high school with a D minus average and scratched a living at menial jobs Today he is director of the Mind Brain and Education program at HarvardIn high school he played the class clown so he wouldn t be harassed by a group of boys When he went to college he purposely signed up for classes than he intended to take He wanted to avoid his old high school classmates If they were in a class he would drop it His contextual criterion was adaptive personal and pragmatic He wanted distraction free studyIn another instance he tells of studying for the Graduate Record Examination a reuirement for science programs He does well on verbal and math but not so called analytical reasoning His father points out to him that he has poor working memory and that he should write down the problem Awareness of our limitations opens possibilities for functional personal adaptationThree principlesThe End of Average is organized into three principles jaggedness context and pathwayJaggednessOver simplifying leaves out necessary complexity Average is one smooth number derived from varying jagged data points Jaggedness restores accuracy as an individual signature One graphic in the book shows a tall thin man and a short stout man Both might weigh the same but that s about all you can say Simplicity is the enemy of accuracyEach individual is better adapted to some things and not to others A person may be a nurturing mother poor at economics and a proficient computer programmer The data points are a person s individual jagged signature And this has profound implications for business Employee hiring methods are fundamentally flawedRelying on past achievements in college grade point averages and resumes come at a great cost to employers Instead Mr Rose suggests focusing on what the company wants done He goes on to show how innovative companies are finding loyal and enthusiastic talent where averagarian companies wouldn t consider lookingContextTrait theorists believe we re either introvert or extrovert But humans aren t fixed entities Nor are we disembodied abstractions We re influenced by situations we find ourselves in context Moreover personalities aren t consistent What one person finds exciting another finds anxiety provoking Personal experience and behavior are linked to situation The same individual is going to respond differently at an IRS audit than on the dance floorPersonality typing such as Myers Briggs Type Indicator and Enneagram don t take situation variability into account This might seem obvious But as a culture we are still influenced by Galton s fixed and simplistic categories smart people and not so smart people successful and not so successfulPathwayMr Rose s third principle is pathway His own path wasn t linear While some occupations demand a rigid pathway not all do Not everyone who passes a bar examination goes through law school You just need to pass the examinationAnd then there is the issue of pace One dimensional thinkers see only one right path and only one right speed No matter what undergraduate degree you take you have to take at least four years to achieve it Success means clocking seat time and not failing reuired courses An averagarian mindset limits individual potentialMr Rose advocates not for diplomas but short term credentials and the ability to stack them Some employers agree with him An increasing number of innovative companies are throwing away the resume to make room for functional hiring decisions These are not based on average scores but on contextual fit individual interest and capabilitiesTechnology can now manage complexity the individual approach demands And not just in hiring Technology enhanced individualistic medicine is still in its infancy but it s growing And on the education front alternatives to the rigidity of alma mater nurturing mother are becoming a realityThere s explosive growth in Massive Open Online Courses MOOCs where learning is flexible and often free Institutions educators and employers are missing something hidden in plain sight the complex individualOnly when employers change hiring practices and look beyond diplomas and past employment will they discover they ve been looking for talent in the wrong places First employers need to change their thinking no small task But reading The End of Average by Todd Rose is a good startDisclaimer Christopher Richards is a business book ghostwriter and has no affiliation with this book or its author