BOOK SUMMARY 96 The End of Average
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Summary written by: Ingrid Urgolites
"In this book, you will learn that just as there is
no such thing as average body size, there is no such thing as average talent,
average intelligence, or average character. Nor are there average students or
average employees – or average brains, for that matter. Every one of these
familiar notions is a figment of a misguided scientific imagination."
- The End of Average, page 11
We
live in an age where we continuously measure others and ourselves against
averages. InThe End of Average, Todd Rose asks, “How can a
society predicated on the conviction that individuals can only be evaluated in
reference to the average ever create the conditions for understanding and
harnessing individuality?” He changed his life going from a high school dropout
to Harvard Graduate School director of the Mind, Brain, and Education program.
He shares with us the principles of the interdisciplinary field of the science
of the individual, a new way of thinking that focuses on understanding
individuality instead of judging individuals based on averages.
Rose
describes a scientific conundrum: to get an accurate result, an individual must
complete the same test several times to balance discrepancies. However, we
cannot do that with people because they learn which affects the outcome of
repetitive testing. Therefore, a shortcut was developed; we decided many
identical tests on different individuals would be equivalent to individual
testing multiple times. This creates static results or statistics that
we can use to evaluate individuals. Accepting this principle as fact, we
developed measures that gauge an individual against group statistics.
We
believed the average was the ideal and individuality was imperfection and
concluded that if someone is superior in one area, it follows they are also
excellent in other sectors. He also talks about how we developed types, ranks,
and standardization around averages. Generalizations make it easier to place
people and teach them basic skills, but they do not develop or identify
individual talent. The problem is that no person fits the average, and so the
premise of the system of evaluation is wrong.
When
evaluating people, we need to realize that statistics are only helpful when
evaluating groups of people and a different approach is necessary with
individuals. Rose uses dynamic systems, the math of changing
nonlinear systems instead of statistics. This lets us recognize relevant
changes in the individual instead of creating spurious connections between
irrelevant traits of a group. He discusses the three principles of individuality,
the jaggedness principle, the context principle, and
the pathways principle.
There
is a lot to gain by mastering these principles discussed in depth in the book.
For this brief summary, I will focus on the mindset we need to cultivate to get
started.
The Golden Egg
Success is not being above average
"We
all feel the pressure to strive to rise as far above average as possible. Much
of the time, we don’t even think about what, exactly, we’re trying so hard to
be above-average at, because the why is so clear: we can only achieve success
in the Age of Average if others do not view us as mediocre or – disaster! – as
below-average."- The End of Average, page
35
Mary
Poppins had a measuring tape that measured shortcomings of others and showed
she was “practically perfect in every way.” Unfortunately, none of us measure
up the way she does. We want to be included, rewarded, accepted, and to have
possibilities open to us. Therefore, we learn in childhood that success is
dependent on being above average, in every way. More importantly, we learn that
we should strive for this ideal of perfection.
The
first step is recognizing that the mark we are striving for is an imaginary
standard that does not describe anyone. We believe that we should conform to
standards because it is ingrained in our culture. However, the ideal is an
illusion based on the false belief that we should share the same attributes and
that we all have the same potential.
Gem #1
Typing and ranking dilute individuality
"Typing
and ranking have come to seem so elementary, natural, and right that we are no
longer conscious of the fact that every such judgment always erases the
individuality of the person being judged."- The End of Average, page 38
When
we use and accept a type such as “extrovert,” “micro-manager,” “neurotic type,”
“Type-A personality,” or any of the endless descriptions we can attach, we lose
a little of ourselves. No one fits any type exactly, partially because we
change our behavior to fit our circumstances. Categorizing evaluates a few
characteristics measured from many individuals that may not have anything in
common with any single person. Believing we should or do match a standardized
description is accepting an imaginary ideal that waters down our individuality.
It causes us to focus on a few characteristics we have in certain circumstances
instead of embracing our whole being.
Ranking
in a work environment has the same effect. Successful companies like Microsoft
and Google have abandoned old systems that ranked and rated individuals on a
few performance characteristics. Instead of looking for specific traits or
credentials, some employers have had success looking at the ones emphasized by
the employee. The method used for measuring and predicting performance should
always focus on the individual.
Gem #2
Make the opportunity fit the person
"But
now we know there is no such thing as an average person, and we can see the
flaw in the equal access approach to opportunity: if there is no such thing as
an average person, then there can never be equal opportunity on average. Only
equal fit creates equal opportunity."- The
End of Average, page 187
There
are many ways to reach goals and feel fulfilled. The hardest way to achieve a
sense of satisfaction is to try to fit others’ standard of perfection so they
will recognize we are suitable for the opportunity they can make available to
us. Traditionally we need a set of credentials and scores to show we qualify
for employment. That puts an individual in the position of determining what
standard measurements they can achieve given their circumstance and traits and
setting their goals from there. Although we may not be striving for
mediocrity, this is an excellent way to achieve it. This is working to
become a replaceable cog in a machine that can and will run without us. We
become disinterested, disengaged, and apathetic about our work.
An
alternative, and the way to create a dynamic, productive, and engaged workforce
is creating opportunities for the individual based on their talents, interests,
and goals. In the past companies have avoided this approach because they
believe it is costly. It is possible to succeed both by valuing individuality
and by standardizing to replace transient workers efficiently. In today’s
corporate world, some progressive companies have chosen to abandon standardization.
The results are impressive: Costco, Morning Star, and Zoho are among the
superstars who have flourished valuing the individuality of their employees.
Walmart has mastered efficiency regarding keeping costs low by standardizing
business practices to compensate for an expensive 40 percent turnover rate. The
difference is how the companies have chosen to spend their resources.
No
matter how many gold stars we have earned or how many times we face rejection,
it is easy to feel like we are only faking it or we were judged unfairly. This
book validates both of those viewpoints because what we feel is that we do not
measure up to an ideal set by an average that does not describe us. It is much
more authentic when we evaluate our unique possibilities and measure our
progress by our individual strengths and abilities.
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