Quotes About Expertise

No one really knows anything about comedy. We know a little bit about what we're doing, but as far as the industry—the exec branch—they don't know how it happens.

You better get used to it. You're going to be on the ground a lot today, but cheer up... tomorrow you'll be an expert.

And tell Denise I'll come and get her when her phone call comes through." I still didn't go. Because all of a sudden I had the greatest idea of how to show the Tarrytown kids that I was an expert at something besides bandaging legs. "We had a class newspaper last year," I told

Socrates never raises the question whether there is such a thing as wisdom or expertise.

dominance of what we can call the expertise model for knowledge. What is taken to matter for knowledge is whether you can, as an expert can, grasp the relevant items in a way that relates them to one another and to the field as a whole, and can give a reasoned account of this, one which explains the particular judgements you make and relates them to your unified grasp of the whole.

How deep is your game?

I think that people don't know how to do anything anymore. My father was a janitor. He could take a car apart and put it back together. He could build a house in the back yard. Today, if you ask people what they know, they say, 'I know how to hire someone.'

When you're good at something, you'll tell everyone. When you're great at something, they'll tell you.

Quién no ha tenido que aguantarse alguna vez a un "experto" que se toma muy en serio a sí mismo y piensa que sus conocimientos son la sapiencia encarnada? Una de las características de la inflexibilidad mental es la solemnidad, que se manifiesta, abierta o soterradamente, como una fobia a la alegría.

Para que lo tengas en cuenta: los buenos profesionales no son necesariamente los que sobresalen cuantitativamente en las calificaciones, sino principalmente los que han obtenido

what the New York Times recently characterized22 as a perfect storm in which no one, whether blue-collar or white-collar and whatever level of expertise, can afford to stand pat. "The need to constantly adapt is the new reality for many workers" was the theme of the piece headlined "The Age of Adaptation." The story had a term for what is now required of many workers—serial mastery.

It's one thing to see a problem and to question why the problem exists—and maybe even wonder whether there might be a better alternative. It's another to keep asking those questions even after experts have told you, in effect, "You can't change this situation; there are good reasons why things are the way they are.

What makes you think you know more than the experts? (The answer is that you don't know more, you know less—which sometimes is a good thing.) Another

In a time when so much of what we know is subject to revision or obsolescence, the comfortable expert must go back to being a restless learner.

Conceiving of teams as the right pieces instead of the right process is a trap: thinking you know the type of person you are looking for prevents you from evaluating people for their skills or expertise.

I'm a very professional man. I'm not out for the experience of adventure.

One good test is worth a thousand expert opinions.

It is possible to fly without motors, but not without knowledge and skill.

Whether professionals have a chance to develop intuitive expertise depends essentially on the quality and speed of feedback, as well as on sufficient opportunity to practice.

Fast thinking includes both variants of intuitive thought—the expert and the heuristic

true experts know the limits of their knowledge.

Organizations that take the word of overconfident experts can expect costly consequences.

You can feel Simon's impatience with the mythologizing of expert intuition when he writes: "The situation has provided a cue; this cue has given the expert access to information stored in memory, and the information provides the

The spontaneous search for an intuitive solution sometimes fails—neither an expert solution nor a heuristic answer comes to mind. In such cases we often find ourselves switching to a slower, more deliberate and effortful form of thinking. This is the slow thinking of the title. Fast thinking includes both variants of intuitive