The Sweet Spot; Talent Optimized
by Daniel Coyle
Daniel Coyle, a sports journalist by profession is the New York Times bestselling author of The Talent Code, LanceArmsrong’s War, The Secret Race and Hardball: A Season in the Projects. His latest publication, The Little book ofTalent was released in 2012. This critical Review in on “The Sweet Spot”, an excerpt from Coyles book The Talent code.
Coyle’s expeditions in search of tremendous talent lead him to farthest places on the planet. Where he was able to observe certain patterns of evolving talent, aptitude and expertise. His remarks “talent hotbeds” (pg: 12) demonstrate concentration of talent with respect to geographical distinctions. He puts forward his hypothesis elaborating the phenomenon such as evolution of talent, proficiency in work and achieving expertise.
Coyle’s expectations as regards witnessing talent were accordingly met but he came across with a deeper aspect of the supposition. A more hidden aspect that rests behind all the glory and stardom. The immense struggle, practice and endeavor involved, and most importantly the consistent failures that lead to success.
The main argument that Coyle has made throughout this text is the significance of mistakes in developing a consistent learning environment. Stating “to stop, struggle, make errors and learn from them” (pg : 24). It is his belief that mistakes accelerate a person’s learning process. Since, mistakes are inevitable the only way to outweigh them is to try again with more concentration, determination and attention. They help to polish one’s talent.
Another vital means for refining talent is effective practice to which the Coyle has referred in this text as“deep practice”. Deep practice comprises of well directed efforts that are calculated to accomplish goals efficiently. Natural abilities work in cohesion with deep practice, the point where “failure is converted into skill” (pg: 19). He corroborates this phenomenon with Robert Bjork’s hypothesis that elaborate the efficient working of human brain through continuous challenge and testing. The trick is done when we find the sweet spot the point where learning starts.
"It's all about finding the sweet spot," Bjork said. "There's an optimal gap between what you know and what you're trying to do. When you find that sweet spot, learning takes off." (pg: 19)The idea behind deep practice is to practice as hard as beyond the required level of accomplishment. To choose goals of greater challenge than the required threshold and practice with increased intensity and preparation. (pg: 19) practicing in an intense environment reduces the chances of failure. In evidence Coyle gives example of a device called Links trainer that provided the similar on ground air flying environment as the real airplane does. Exposing the pilot to the similar challenges and conditions that he may face in real time flying. Another evidence presented in this regard is of Futsal. In futsal the ball is heavier and smaller in size than the soccer ball. That’s why it requires much greater effort in controlling, dribbling, precise passing and shooting. When the player enters the real soccer field he is equipped with something additional to the opponents.
Another claim that Coyle makes is that when practicing deep a person is performing at the edge of his capabilities. He is performing at the optimum performance levels expected from him. He is showing the best of his skills. Coyle realtes success to deep practice disregarding the role of innate capabilities that a person possesses. This idea seems to be unrealistic. As it promotes the notion that every body is born with the equal level of talent and only those practicing deep excel towards success. His hypothesis also undermines the role of personal capabilities, incentives and accomplishments, climate, cultural differences among people and opportunities on the road to success. Coyle's ideas have got nothing to do with hardwork. Instead he suggests “smart work” behind the concept of deep practice i.e achieving the best in the least time possible.
Coyle’s approach to the writing is a little non academic. On one side he uses exaggerated phrases such as “Everest sized talent”, “chicken wire Harvard” (pg: 11,12) and on the other side is seen associating talent to specific nations contradicting his own presumption that anyone involved in deep practice can achieve excellence.
In general Coyle’s hypothesis is well presented. Duly corroborated with practical evidences and examples. Particularly the idea of deep practice is quite helpful in achieving efficiency in work in our daily lives.
