# Range
Author:: David Epstein
## Highlights
> Tiger was not merely playing golf. He was engaging in “deliberate practice,” the only kind that counts in the now-ubiquitous ten-thousand-hours rule to expertise. ([Location 168](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=168))
> Eventual elites typically devote less time early on to deliberate practice in the activity in which they will eventually become experts. Instead, they undergo what researchers call a “sampling period.” They play a variety of sports, usually in an unstructured or lightly structured environment; they gain a range of physical proficiencies from which they can draw; they learn about their own abilities and proclivities; and only later do they focus in and ramp up technical practice in one area. ([Location 191](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=191))
> One study showed that early career specializers jumped out to an earnings lead after college, but that later specializers made up for the head start by finding work that better fit their skills and personalities. ([Location 221](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=221))
> 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. ([Location 249](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=249))
> 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. ([Location 251](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=251))
> Kasparov said he would bet that grandmasters usually make the move that springs to mind in the first few seconds of thought. Klein studied firefighting commanders and estimated that around 80 percent of their decisions are also made instinctively and in seconds. After years of firefighting, they recognize repeating patterns in the behavior of flames and of burning buildings on the verge of collapse. ([Location 349](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=349))
> 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. ([Location 374](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=374))
> The learning environment is kind because a learner improves simply by engaging in the activity and trying to do better. Kahneman was focused on the flip side of kind learning environments; Hogarth called them “wicked.” In wicked domains, the rules of the game are often unclear or incomplete, there may or may not be repetitive patterns and they may not be obvious, and feedback is often delayed, inaccurate, or both. ([Location 382](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=382))
> Moravec’s paradox: machines and humans frequently have opposite strengths and weaknesses. ([Location 401](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=401))
> “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. ([Location 413](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=413))
> The grandmasters never had photographic memories after all. Through repetitive study of game patterns, they had learned to do what Chase and Simon called “chunking.” ([Location 448](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=448))
> Their brilliance, just like the Polgar brilliance, relies on repetitive structures, which is precisely what made the Polgars’ skill so easy to automate. ([Location 486](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=486))
> the bigger the picture, the more unique the potential human contribution. Our greatest strength is the exact opposite of narrow specialization. It is the ability to integrate broadly. ([Location 504](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=504))
> street. They had range. The successful adapters were excellent at taking knowledge from one pursuit and applying it creatively to another, and at avoiding cognitive entrenchment. They employed what Hogarth called a “circuit breaker.” They drew on outside experiences and analogies to interrupt their inclination toward a previous solution that may no longer work. Their skill was in avoiding the same old patterns. In the wicked world, with ill-defined challenges and few rigid rules, range can be a life hack. ([Location 586](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=586))
> The psychologists highlighted the variety of paths to excellence, but the most common was a sampling period, often lightly structured with some lessons and a breadth of instruments and activities, followed only later by a narrowing of focus, increased structure, and an explosion of practice volume. ([Location 1040](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1040))
> In totality, the picture is in line with a classic research finding that is not specific to music: breadth of training predicts breadth of transfer. That is, the more contexts in which something is learned, the more the learner creates abstract models, and the less they rely on any particular example. Learners become better at applying their knowledge to a situation they’ve never seen before, which is the essence of creativity. ([Location 1187](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1187))
> Learning, Fast and Slow ([Location 1205](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1205))
> for learning that is both durable (it sticks) and flexible (it can be applied broadly), fast and easy is precisely the problem. ([Location 1296](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1296))
> Metcalfe and colleagues have repeatedly demonstrated a “hypercorrection effect.” The more confident a learner is of their wrong answer, the better the information sticks when they subsequently learn the right answer. Tolerating big mistakes can create the best learning opportunities.* ([Location 1314](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1314))
> Psychologist Robert Bjork first used the phrase “desirable difficulties” in 1994. Twenty years later, he and a coauthor concluded a book chapter on applying the science of learning like this: “Above all, the most basic message is that teachers and students must avoid interpreting current performance as learning. Good performance on a test during the learning process can indicate mastery, but learners and teachers need to be aware that such performance will often index, instead, fast but fleeting progress.” ([Location 1407](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1407))
> That is, practicing the same thing repeatedly, each problem employing the same procedure. It leads to excellent immediate performance, but for knowledge to be flexible, it should be learned under varied conditions, an approach called varied or mixed practice, or, to researchers, “interleaving.” ([Location 1438](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1438))
> In a study using college math problems, students who learned in blocks—all examples of a particular type of problem at once—performed a lot worse come test time than students who studied the exact same problems but all mixed up. ([Location 1446](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1446))
- Note: In direct opposition to chunking or batching
> But the idea that surface analogies that pop to mind work for novel problems is a “kind world” hypothesis, Gentner told me. Like kind learning environments, a kind world is based on repeating patterns. “It’s perfectly fine,” she said, “if you stay in the same village or the same savannah all your life.” The current world is not so kind; it requires thinking that cannot fall back on previous experience. ([Location 1575](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1575))
> all of the students figured out how to group phenomena by domains. But fewer could come up with groupings based on causal structure. There was a group of students, however, who were particularly good at finding common deep structures: students who had taken classes in a range of domains, ([Location 1737](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1737))
> Switchers are winners. ([Location 1989](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1989))
> Seth Godin, author of some of the most popular career writing in the world, wrote a book disparaging the idea that “quitters never win.” Godin argued that “winners”—he generally meant individuals who reach the apex of their domain—quit fast and often when they detect that a plan is not the best fit, and do not feel bad about it. “We fail,” he wrote, when we stick with “tasks we don’t have the guts to quit.” ([Location 2054](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2054))
> knowing when to quit is such a big strategic advantage that every single person, before undertaking an endeavor, should enumerate conditions under which they should quit. The important trick, he said, is staying attuned to whether switching is simply a failure of perseverance, or astute recognition that better matches are available. ([Location 2058](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2058))
> Each dark horse had a novel journey, but a common strategy. “Short-term planning,” Ogas told me. “They all practice it, not long-term planning.” ([Location 2309](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2309))
> Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image. It just isn’t true. Art historian William Wallace showed that Michelangelo was actually a test-and-learn all-star. He constantly changed his mind and altered his sculptural plans as he worked. ([Location 2455](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2455))
> Along the way, InnoCentive realized it could help seekers tailor their posts to make a solution more likely. The trick: to frame the challenge so that it attracted a diverse array of solvers. The more likely a challenge was to appeal not just to scientists but also to attorneys and dentists and mechanics, the more likely it was to be solved. ([Location 2573](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2573))
> Bingham calls it “outside-in” thinking: finding solutions in experiences far outside of focused training for the problem itself. ([Location 2575](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2575))
> “The people who win a Kaggle health competition have no medical training, no biology training, and they’re also often not real machine learning experts,” Pedro Domingos, a computer science professor and machine learning researcher, told me. “Knowledge is a double-edged sword. It allows you to do some things, but it also makes you blind to other things that you could do.” ([Location 2664](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2664))
> For example, by systematically cross-referencing databases of literature from different disciplines, he uncovered “eleven neglected connections” between magnesium deficiency and migraine research, and proposed that they be tested. All of the information he found was in the public domain; it had just never been connected. “Undiscovered public knowledge,” Swanson called it. ([Location 2681](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2681))
> As Karim Lakhani put it after his InnoCentive research, a key to creative problem solving is tapping outsiders who use different approaches “so that the ‘home field’ for the problem does not end up constraining the solution.” Sometimes, the home field can be so constrained that a curious outsider is truly the only one who can see the solution. ([Location 2696](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2696))
> She is a “T-shaped person,” she said, one who has breadth, compared to an “I-shaped person,” who only goes deep, an analog to Dyson’s birds and frogs. ([Location 3082](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3082))
> They titled their study Superman or the Fantastic Four? “When seeking innovation in knowledge-based industries,” they wrote, “it is best to find one ‘super’ individual. If no individual with the necessary combination of diverse knowledge is available, one should form a ‘fantastic’ team.” Diverse experience was impactful when created by platoon in teams, and even more impactful when contained within an individual. ([Location 3126](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3126))
> Facing uncertain environments and wicked problems, breadth of experience is invaluable. Facing kind problems, narrow specialization can be remarkably efficient. The problem is that we often expect the hyperspecialist, because of their expertise in a narrow area, to magically be able to extend their skill to wicked problems. The results can be disastrous. ([Location 3184](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3184))
> Often if you’re too much of an insider, it’s hard to get good perspective.” Eastman described the core trait of the best forecasters to me as: “genuinely curious about, well, really everything.” ([Location 3342](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3342))
> Narrow experts are an invaluable resource, she told me, “but you have to understand that they may have blinders on. So what I try to do is take facts from them, not opinions.” ([Location 3346](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3346))
> The formal, conformist company process rules were balanced out by an informal culture of individual autonomy in decision making and dissent from the typical way of doing things. ([Location 3787](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3787))
---
Title: Range
Author: David Epstein
Tags: readwise, books
date: 2024-01-30
---
# Range
Author:: David Epstein
## AI-Generated Summary
None
## Highlights
> Tiger was not merely playing golf. He was engaging in “deliberate practice,” the only kind that counts in the now-ubiquitous ten-thousand-hours rule to expertise. ([Location 168](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=168))
> Eventual elites typically devote less time early on to deliberate practice in the activity in which they will eventually become experts. Instead, they undergo what researchers call a “sampling period.” They play a variety of sports, usually in an unstructured or lightly structured environment; they gain a range of physical proficiencies from which they can draw; they learn about their own abilities and proclivities; and only later do they focus in and ramp up technical practice in one area. ([Location 191](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=191))
> One study showed that early career specializers jumped out to an earnings lead after college, but that later specializers made up for the head start by finding work that better fit their skills and personalities. ([Location 221](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=221))
> 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. ([Location 249](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=249))
> 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. ([Location 251](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=251))
> Kasparov said he would bet that grandmasters usually make the move that springs to mind in the first few seconds of thought. Klein studied firefighting commanders and estimated that around 80 percent of their decisions are also made instinctively and in seconds. After years of firefighting, they recognize repeating patterns in the behavior of flames and of burning buildings on the verge of collapse. ([Location 349](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=349))
> 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. ([Location 374](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=374))
> The learning environment is kind because a learner improves simply by engaging in the activity and trying to do better. Kahneman was focused on the flip side of kind learning environments; Hogarth called them “wicked.” In wicked domains, the rules of the game are often unclear or incomplete, there may or may not be repetitive patterns and they may not be obvious, and feedback is often delayed, inaccurate, or both. ([Location 382](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=382))
> Moravec’s paradox: machines and humans frequently have opposite strengths and weaknesses. ([Location 401](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=401))
> “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. ([Location 413](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=413))
> The grandmasters never had photographic memories after all. Through repetitive study of game patterns, they had learned to do what Chase and Simon called “chunking.” ([Location 448](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=448))
> Their brilliance, just like the Polgar brilliance, relies on repetitive structures, which is precisely what made the Polgars’ skill so easy to automate. ([Location 486](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=486))
> the bigger the picture, the more unique the potential human contribution. Our greatest strength is the exact opposite of narrow specialization. It is the ability to integrate broadly. ([Location 504](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=504))
> street. They had range. The successful adapters were excellent at taking knowledge from one pursuit and applying it creatively to another, and at avoiding cognitive entrenchment. They employed what Hogarth called a “circuit breaker.” They drew on outside experiences and analogies to interrupt their inclination toward a previous solution that may no longer work. Their skill was in avoiding the same old patterns. In the wicked world, with ill-defined challenges and few rigid rules, range can be a life hack. ([Location 586](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=586))
> The psychologists highlighted the variety of paths to excellence, but the most common was a sampling period, often lightly structured with some lessons and a breadth of instruments and activities, followed only later by a narrowing of focus, increased structure, and an explosion of practice volume. ([Location 1040](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1040))
> In totality, the picture is in line with a classic research finding that is not specific to music: breadth of training predicts breadth of transfer. That is, the more contexts in which something is learned, the more the learner creates abstract models, and the less they rely on any particular example. Learners become better at applying their knowledge to a situation they’ve never seen before, which is the essence of creativity. ([Location 1187](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1187))
> Learning, Fast and Slow ([Location 1205](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1205))
> for learning that is both durable (it sticks) and flexible (it can be applied broadly), fast and easy is precisely the problem. ([Location 1296](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1296))
> Metcalfe and colleagues have repeatedly demonstrated a “hypercorrection effect.” The more confident a learner is of their wrong answer, the better the information sticks when they subsequently learn the right answer. Tolerating big mistakes can create the best learning opportunities.* ([Location 1314](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1314))
> Psychologist Robert Bjork first used the phrase “desirable difficulties” in 1994. Twenty years later, he and a coauthor concluded a book chapter on applying the science of learning like this: “Above all, the most basic message is that teachers and students must avoid interpreting current performance as learning. Good performance on a test during the learning process can indicate mastery, but learners and teachers need to be aware that such performance will often index, instead, fast but fleeting progress.” ([Location 1407](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1407))
> That is, practicing the same thing repeatedly, each problem employing the same procedure. It leads to excellent immediate performance, but for knowledge to be flexible, it should be learned under varied conditions, an approach called varied or mixed practice, or, to researchers, “interleaving.” ([Location 1438](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1438))
> In a study using college math problems, students who learned in blocks—all examples of a particular type of problem at once—performed a lot worse come test time than students who studied the exact same problems but all mixed up. ([Location 1446](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1446))
Note: In direct opposition to chunking or batching
> But the idea that surface analogies that pop to mind work for novel problems is a “kind world” hypothesis, Gentner told me. Like kind learning environments, a kind world is based on repeating patterns. “It’s perfectly fine,” she said, “if you stay in the same village or the same savannah all your life.” The current world is not so kind; it requires thinking that cannot fall back on previous experience. ([Location 1575](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1575))
> all of the students figured out how to group phenomena by domains. But fewer could come up with groupings based on causal structure. There was a group of students, however, who were particularly good at finding common deep structures: students who had taken classes in a range of domains, ([Location 1737](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1737))
> Switchers are winners. ([Location 1989](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=1989))
> Seth Godin, author of some of the most popular career writing in the world, wrote a book disparaging the idea that “quitters never win.” Godin argued that “winners”—he generally meant individuals who reach the apex of their domain—quit fast and often when they detect that a plan is not the best fit, and do not feel bad about it. “We fail,” he wrote, when we stick with “tasks we don’t have the guts to quit.” ([Location 2054](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2054))
> knowing when to quit is such a big strategic advantage that every single person, before undertaking an endeavor, should enumerate conditions under which they should quit. The important trick, he said, is staying attuned to whether switching is simply a failure of perseverance, or astute recognition that better matches are available. ([Location 2058](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2058))
> Each dark horse had a novel journey, but a common strategy. “Short-term planning,” Ogas told me. “They all practice it, not long-term planning.” ([Location 2309](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2309))
> Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image. It just isn’t true. Art historian William Wallace showed that Michelangelo was actually a test-and-learn all-star. He constantly changed his mind and altered his sculptural plans as he worked. ([Location 2455](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2455))
> Along the way, InnoCentive realized it could help seekers tailor their posts to make a solution more likely. The trick: to frame the challenge so that it attracted a diverse array of solvers. The more likely a challenge was to appeal not just to scientists but also to attorneys and dentists and mechanics, the more likely it was to be solved. ([Location 2573](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2573))
> Bingham calls it “outside-in” thinking: finding solutions in experiences far outside of focused training for the problem itself. ([Location 2575](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2575))
> “The people who win a Kaggle health competition have no medical training, no biology training, and they’re also often not real machine learning experts,” Pedro Domingos, a computer science professor and machine learning researcher, told me. “Knowledge is a double-edged sword. It allows you to do some things, but it also makes you blind to other things that you could do.” ([Location 2664](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2664))
> For example, by systematically cross-referencing databases of literature from different disciplines, he uncovered “eleven neglected connections” between magnesium deficiency and migraine research, and proposed that they be tested. All of the information he found was in the public domain; it had just never been connected. “Undiscovered public knowledge,” Swanson called it. ([Location 2681](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2681))
> As Karim Lakhani put it after his InnoCentive research, a key to creative problem solving is tapping outsiders who use different approaches “so that the ‘home field’ for the problem does not end up constraining the solution.” Sometimes, the home field can be so constrained that a curious outsider is truly the only one who can see the solution. ([Location 2696](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=2696))
> She is a “T-shaped person,” she said, one who has breadth, compared to an “I-shaped person,” who only goes deep, an analog to Dyson’s birds and frogs. ([Location 3082](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3082))
> They titled their study Superman or the Fantastic Four? “When seeking innovation in knowledge-based industries,” they wrote, “it is best to find one ‘super’ individual. If no individual with the necessary combination of diverse knowledge is available, one should form a ‘fantastic’ team.” Diverse experience was impactful when created by platoon in teams, and even more impactful when contained within an individual. ([Location 3126](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3126))
> Facing uncertain environments and wicked problems, breadth of experience is invaluable. Facing kind problems, narrow specialization can be remarkably efficient. The problem is that we often expect the hyperspecialist, because of their expertise in a narrow area, to magically be able to extend their skill to wicked problems. The results can be disastrous. ([Location 3184](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3184))
> Often if you’re too much of an insider, it’s hard to get good perspective.” Eastman described the core trait of the best forecasters to me as: “genuinely curious about, well, really everything.” ([Location 3342](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3342))
> Narrow experts are an invaluable resource, she told me, “but you have to understand that they may have blinders on. So what I try to do is take facts from them, not opinions.” ([Location 3346](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3346))
> The formal, conformist company process rules were balanced out by an informal culture of individual autonomy in decision making and dissent from the typical way of doing things. ([Location 3787](https://readwise.io/to_kindle?action=open&asin=B07H1ZYWTM&location=3787))