Deliberate Practice Assignment help

 

Question & Answer

Question 1: Deliberate Practice

Deliberate Practice Assignment helpEricsson et al. defines real expertise as one that constantly leads to concrete results and one that can be replicated (2). He goes on to state that expert performance qualitatively varies from the usual kind of performance though these differences can easily be bridged through what he terms as deliberate practice. In this case, deliberate practice refers to a systematic and goal oriented kind of practice that is strictly aimed at improving performance.
One of the key aspects of this kind of practice is that if properly adapted, it can help build leadership expertise as well as develop one’s business mind. However, this recommendation lacks practical utility to a great extent since not all jobs allow for deliberate practice. In most cases, employees are put under a lot of pressure to produce results but very little attention is placed on deliberate practice. For instance, jobs such as bank tellers involve a lot of mindlessrepetition but do not encourage deliberate practice.

Deliberate Practice Assignment help

Question 2: Quarterback Problem

In some lines of work, it is virtually impossible to predict the how certain individuals will perform before they are actually hired. In most cases, their degree of success is determined by how well they perform during their first few tasks. In the case of the NFL, the quarterback problem helps identify players that will ultimately be a success by putting into consideration a number of factors Gladwell). However, there is enough reason to believe that evidence has been misinterpreted heavily in this analysis

Qualitative observation is used as the core aspect in the analysis. However, there still exists a lot of inability to consistently pick able college quarterbacks that will out rightly excel in the professional level. This is as a result of the unforeseeable factors that are unlikely to be identified and ultimately end up hindering future

. In the long run, this analysis tends to overlook the variability in players’ performance as a result of various immeasurable and random factors.

Question 3: Practical Intelligence

A narrative fallacy refers to a situation whereby a sequence of facts is brought together without any logical explanation. Basically, it involves forcing the linkbetweenvarious facts to form some logic. In this case, Gladwell jumps to the conclusion that IQ alone cannot be used to indicate who performs well and who does not (114). In his analysis, he states that job knowledge plays a bigger role in promoting than IQ.

Generally, the premise of his argument is that success is brought about by many variables most of which are notcontrolled by the individual. This is narrative fallacy as it heavily relies on the assumption that everyone’s life is like that of Gladwell or the mother. Not only does the explanation heavily rely on self-reference but Gladwell also forces the readers to fit into his shoes and view everything from his point of view. As a result, hi explanation does not apply to all.

Question 4: Talent Myth

Gladwell describes talent myth as a concept that explains how firm rely on what they believe to be talent to help them decide on who and who not to hire. He explains that the promotion and hiring process does not rely mostly on employee performance as it should. In his case study, he attributes Enron’s decline to the talent mind-set employed by the firm.

All in all, this ideology suffers from ambiguous causality since Gladwell fails to recognize other underlying factors that ultimately led to the decline. One of the main factors in this case would be environmental factors that in turn exert pressure on the organization to recruit or promote certain individuals. On the other hand, narcissistic personalities within the leadership are likely to be biased during the hiring process which in turn invalidates the concept.

Works Cited

Ericsson et al. “The Making of an Expert.” Harvard Business Review, 2007, pp. 1-8.

Gladwell, Malcolm. Outliers: The Story of Success. W.F.Howes Limited, 2009.

Gladwell, Malcolm. Most Likely To Succeed. The New Yorker, 15 Dec. 2018, https://www.newyorker.com/magazine/2008/12/15/most-likely-to-succeed-malcolm-gladwell. Accessed 20 February 2018.

Gladwell, Malcom. The Talent Myth. The New Yorker, 22 July 2002, https://www.newyorker.com/magazine/2008/12/15/most-likely-to-succeed-malcolm-gladwell. Accessed 20 February 2018.