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TRANSCRIPT
Wendy Kutchner, Ed.M.
Temple University
James M. Caldwell, O.D., Ed.M.
Salus University
The Elements
How It Works
Applying the Principles to Yourself
Applying the Principles Within Your Organization
Applying the Principles to Teams Within Your Organization
How Will You Apply It
Final Thoughts
“Deliberate Practice” is a phase used throughout this presentation based on the concept of put forth by Geoff Colvin in his book:
Talent Is Overrated: What Really
Separates World-Class Performers
from Everybody Else.
1. Designed specifically to improve performance – often with a teacher’s help
2. Can be repeated – a lot
3. Feedback on results is continuously available
4. Places high demand on mental abilities
5. Is not fun
6. Prevents “Automaticity”
“Designed” is the key attribute
Teacher provides unbiased view of the subject’s performance
“Stretches the subject” beyond his/her present abilities
“comfort zone” … “learning zone” … “panic zone”
Find your “learning zone” and stay in it as you develop
“practice tees to sand traps”
Activities most likely to benefit are those that can be repeated at high volume
Top performers practice to an “extreme extent”
Repetition – enhances the likelihood of desired outcome “when it counts”
Teacher, coach or mentor is vital for providing this feedback
Often results require “interpretation”
Not getting feedback is like bowling under a curtain that hides the pins
Staying intent on seeking those activities that need improvement and then trying one’s best to constantly improve places strain on mental abilities
If you’re mind is engaged results come more efficiently
Doing things we do well is fun, this is not what Deliberate Practice demands
“If the activities that lead to greatness were easy and fun, then
everyone would do them…” This … “can even be seen as good news. It means that most people won’t do it. So your willingness to do it will distinguish you all the more.”
Talent Is Overrated – page 72
Learning process: attention, coordinate knowledge, automatic
“We don’t need to be great at things, just good enough to carry on with our lives.”
Talent Is Overrated, p.82
Preventing automaticity through Deliberate Practice helps ensure continuous improvement
Deliberate Practice How It Works
Deliberate Practice is about pushing beyond our current capabilities
Deliberate Practice causes the mind and body to change by:
1. Perceiving More
2. Knowing More
3. Remembering More
Understand Indicators that Average Performers Don’t Even Notice Tennis players observe opponent’s hips, shoulders, arms
Oil stains in the parking lot
Look Further Ahead Expert typists & musicians scan ahead
Know More From Seeing Less Novice drivers don’t see danger
Quarterbacks – “tendencies”
Finer Discriminations than Average Performers Artist, designer, hairdresser being able to distinguish “shades of black”
1950s-1970s: Researches tried to prove that great performance came from superior reasoning methods and reasoning power
Hence the push to develop supercomputers and artificial intelligence
Eventually researches realized the importance of “knowledge” to any expert system
“If you set a goal of becoming an expert on your business, you would immediately start doing all kinds of things you don’t do now”.
The conclusion, “In the knowledge resides the power.” Talent Is Overrated, p. 95, 121
Novices and experts have the same relative short-term memory capacity – about 7 items (5 – 9 is the range)
The key is what can be done with items
Chunk Theory
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Deliberate Practice Applying the Principles to Yourself
1. Know Where You Want to Go
2. Directed Practice
3. Practice in the Work
4. Deepen Your Domain-Specific Knowledge
1. Know Where You Want to Go The demands of exceptional performance will be
overwhelming without a commitment
After graduation, most careers don’t come with a curriculum or syllabi
Identify a Mentor – a master in your field
Seize opportunities to engage in Deliberate Practice Directed Practice
Practice in the Work
2. Directed Practice Preparing for the event
The Music Model Presentations/Speeches Performance Evaluations
The Chess Model
Case-based
The Sports Model
Conditioning skills you have Critical Skills
Dynamic Situations (simulators)
3. Practice in the Work Think it through in your head
“before the work”
“during the work”
“after the work”
Practice in the Work
“Before the Work” Set goals
Plan how to reach the goal
Practice in the Work
“During the Work” Self-observation
Best performers “step outside themselves” and monitor
what is happening in their mind Metacognition – helps you adapt to changing conditions
Practice in the Work “After the Work”
Done well, you will identify areas for improvement
Best performers seek to find ways to prevent recurrence of the error
Average performers tend to tell themselves “the circumstances were beyond my control”
How will you respond?
Best performers adapt how they will act in the future; welcome repeat performance
Average performers avoid similar situations in the future
Practice in the Work “After the Work”
Evaluate Yourself
Best performers judge themselves against their best performance, benchmark competition or best known performance in a specific field
Average performers tend to tell themselves “they did the best they could”
“Stretch” yourself, but do it appropriately
Standard too high – discouraging
Standard too low – no advancement
4. Deepen Your Domain-Specific Knowledge Best performers operate from highly developed,
intricate mental models built from domain knowledge
Mental models are the framework on which you hang future knowledge
Mental models help you discern relevant information from irrelevant information
Mental models help you predict what will happen next
Mental models are never finished; always impacted by Deliberate Practice and meta-cognition
Deliberate Practice
Applying the Principles Within Your Organization
Today, organizational success is impacted as much by human capital as by financial capital.
Today’s best young employees, on whom the future rests, are seeking employers who will make them better performers.
New employees consistently rank professional development at or near the top of criteria for choosing an employer.
Talent Is Overrated, p.127
Each person in your organization is doing more than just a job – ideally they are being ‘stretched and grown’
Resist the temptation to only assign people work ‘they are
good at doing’
If an organization wants to grow, it must deal with this concept
Talent Is Overrated, p.128
Find ways to develop leaders within their positions
Many organizations feel the tension between the need to
develop individuals by moving them through different positions vs. the benefit of an individual developing expertise (domain-specific knowledge) within a position.
Financial reward tied to successful outcomes on ‘stretch assignments’ rather than just vertical movement on the organizational chart.
Talent Is Overrated, p.130
Encourage leaders to be active in their communities
Many organizations find that the skills acquired from being
involvement in organizing community events or participating on a board of directors are directly transferrable to the workplace
Strategic planning
Financial analysis
Consider professional organizations: AACRAO, MSACRAO, DVACROA
Talent Is Overrated, p.130
Make leadership development part of the culture of your organization Make it “a way of living” instead of a program
Honest feedback should be welcomed, accepted and expected
Mentoring should be apparent within the organization
Talent Is Overrated, p.135
Identify promising performers early An early start at development activities pays dividends
Begin to evaluate leadership potential on the first day of employment
An indicator of leadership is how someone with no authority gets other to work with him/her
Talent Is Overrated, p.133
Deliberate Practice How Will You Apply It?
2-minute exercise
How will “deliberate practice” help you achieve world class results?
Personally
As a mentor
Share you thoughts?
Deliberate Practice Final Thoughts
“Applying the principles of great performance in an organization is no easier than doing anything else in an organization. It’s hard. But in an increasing competitive global economy, enterprises that want to survive and thrive will face little choice. If we suppose that every organization will sooner or later be trying to apply these principles, then it’s important to remember that starting early confers significant advantage. The effects of deliberate practice activities are cumulative. The more of a head start your organization gets in developing people individually and as teams, the more difficult it will be for competitors ever to catch you.”
Talent Is Overrated, p.144
