It s one of those books where the author totally proved their point in the first couple of chapters And then had to bulk out the rest of the bookWould have been a reat TED talk This is a must read for any parent or educator There is no such thing as an average person And to say that is NOT JUST FLUFFY BE YOURSELF SORT OF CRAP ROSE just fluffy be yourself sort of crap Rose breaks down recent research on how kids learn differently test uniuely etc If you want the right employee for a job you need to consider what the job demands and not use The Lives of Stay-at-Home Fathers: Masculinity, Carework and Fatherhood in the United States grades and standardized tests I have found this to be true in my own experiences hiring people but Rose provides some scientific and business backing for these findings The book is also a nice challenge to the way schools measure student performance through timed tests I have one child who excels at timed tests as I did and two others who can figure out any problem but not under pressure Schools have always rewarded the first sort of test taker even if there is no reason to believe that person is better or smarter Everyone needs to read this book I read this for a faculty discussionroup at work I find I agree with Rose s observations on what isn t working than on his proposed solutions but it has enerated some interesting directions of thinking I enjoyed ruminating on my jaggedness too many books not enough kissing from the average and thinking about the Gallup StrengthsFinder in the scope of this book He s not a huge fan of tests like Myers Briggs but then talks about strengths based job design and degree programs I m still thinking about where the line is between personality which he sees as situational and strengths wouldn t these also be situational but we have one discussion to o 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 th Averages are very
when used correctly 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 ets 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 deviseConvenient When Used Correctly
AN AIRCRAFT COCKPIT FOR THE AVERAGE PILOT DEFINE THEaircraft cockpit for the average pilot define the kind of person to fit a job or apply education suited to the average student it all oes 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 particu. 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 overnment implements programs and initiatives to serve the average person For than a century we’ve believed th. However Rose spends 188 pages avoiding proposing a solution for K 12 education and when he does his advice is textbooks designed to the edges What does that look like How his advice is textbooks designed to the edges What does that look like How a printed textbook adapt sentence structures to different readers needs Is all of the content the same Is the class of students with one teacher model also antiuated Rose might think so even if he doesn t outright say it He s a big fan of Khan academy and digitally available fully self paced learning Rose did a reat job describing how the system is broken and why it s a problem "but now I feel sad and powerless and like I m failing my "now I feel sad and powerless and like I m failing my by not restructuring all of societyOn the bright side though I learned a strange amount about the Morning Star tomato company A book which ought to be read by anyone involved in standardised systems teachers managers admissions officers pretty much everyone The solutions aren t easy but they are definitely worth itThe central premise of this book No one is average If you design a cockpit to fit the average pilot you ve designed it to fit NO ONEAverages have their place If you are comparing roups of people the average can be usefulBut the moment you need to make a decision about an individual to teach this child or hire that person the average is useless In fact it is worse than useless because it creates the illusion of knowledge while disguising what is most important about an individualFrom the early 1900s Francis Galton s idea that human worth could be measured by how far they were from the average had thoroughly infiltrated all social and behavioral sciencesTyping and ranking have become 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 Frederick Taylor s Scientific Management put the system first forcing individuals to conform to the average as closely as possible or be like everyone else only betterBut standardisation left one crucial uestion unanswered who should create the standards that overned a business Thus the field of management was born And management consulting followed soon after this separation of thinking and planning from making and doing Its role To tell businesses the best way to manage employing the average as its key tool SOPs and manuals ensuedTaylorism contributed to a relatively stable and prosperous democracy at the cost of narrowing expectations of success and losing our dignity of individualityThe fallacy of uetelet and Lord and Novick assuming that measuring one person many times and measuring many people one time were interchangeable The three principles1 Jaggedness Jagged ualities consist of multiple dimensions that are weakly correlated Height is one dimensional size is not Eg People can have widely differing waist sizes and shoulder widths in different directions There is no simple answer to the uestion Which man is biggerWhen we are able to appreciate the jaggedness of other people s talents we are likely to recognise their untapped potential And when we become aware of our own jaggedness we are less likely to fall prey to one dimensional views of talent that limit what we are capable of2 Myth of Traits We behave similarly across time in similar contexts When the context changes our behaviour can also change Fixed traits do not existCompanies always lament a shortage of talent that there s a skills ap but really there s just a thinking ap If you spend the effort thinking through the contextual details of the job you re oing to be rewardedPeople s behaviour feels trait like because you usually observe them in the same context and when you observe them YOU are part of that context We simply do not see the diversity of contexts in the lives of our acuaintances or even those closest to us and as a result we make judgments about who they are based on limited informationRemembering that there is to that person than the context that finds both of us to. based on limited informationRemembering that there is to that person than the context that finds both of us to. 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.
Todd Rose ¿ 7 Read & DownloadLarly 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 where they claim the word statistics comes from static values it actually comes from state as in country And 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 enerally be a lot harder than they seem to think they have A Little Dinner Before the Play great examples of where a low level worker isiven the Chance To Make A Change to make a change benefits the company for instance but not of what do when someone makes a change that makes things Mastering the Art of Saying No Without Feeling Guilty: Tips, Techniques and Strategies 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 canet 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 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 tl dr individuals are worth than a single axis of valueThe basic premise is that the explosion of data collection in the la As with most books like this a ten minute TED talk would suffice But since we were reading it for a faculty book study I plugged through the whole thing Rose s point is compelling by trying to adapt to an average person we essentially make sure no one fits the mold This has obvious implications for education with Yuganta, The End Of An Epoch grade level concerns uestions about age appropriateness IEP ualifications and those darn letterrades that are due from teachers next Wednesday at 11 pm. At the best way to run our
INSTITUTIONS IS BY FOCUSING ON THEis by focusing on the 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.