The Talent Code
Natalie NI
Professor Denise Comer
English CompositionⅠ: Achieving Expertise
4th May 2014
Daniel Coyle: The Talent Code
[? + ? = Infinite Talent]
With a glance at the cover of the book, we can be seen there is a striking title
"The Talent Code" and underneath that, two lines say "Greatness isn 't born. It 's grown.
Here 's how". To sum it up, the book would tell us how to become a greatness by breaking the talent code. While, how to define the Talent, Coyle manifests his own attitude, …talent can be vague… when it comes to young people—research shows that being a prodigy is an unreliable indicator of long-term success…we’ll define talent in its strictest sense: the possession of repeatable skills that don’t depend on physical size… (11)
According …show more content…
to the author’s explication, talent is an unclear concept regarding potential, which can be generated by repeatable skills, and is not just a priority for a number of gifted people in long-term success. In general, there are many geniuses certainly occur in our daily life. Nevertheless, it is concerned that how to effectively radiate their gifted abilities and how to promote ordinary people to reach a point of vantage.
In this book, Coyle suggests that “deep practice, ignition, and master coaching—which correspond to the three basic elements of the talent code” (6).
Therefore, chapter 1 is mainly based on “Deep Practice” (18, para.2), the author introduces us the skill to approach talent. In fact, each person has their different strengths, and that is possible to become an expert in a certain realm through delving into the expertise and developing it. As Bertrand Russell, an English Logician, said:
"So far as I can remember, there is not one word in the Gospels in praise of intelligence." “Where does this extraordinary talent come from? How does it grow?” (2), Coyle also raises a number of queries and provides examples, “The answer could begin with a remarkable piece of video showing a freckle-faced thirteen-year-old girl named
Clarissa” (2). In chapter 1, it does not provide more information about “Clarissa” (12, para.5), “[She] was part of a study by Australian music psychologists Gary McPherson and James Renwick that tracked her progress at the clarinet for several years” (2). The video presents Clarissa how to work on two songs, “Golden Wedding” (3, para.2) and
“The Blue Danube” (4, para.5), which is mainly based on detailed comparison between deep practice and ordinary practice. The essence of this video is due to arouse a particular interest about “deep practice” (18).
However, what is “deep practice” and how does it work? In order to answer these questions, the author collected “Everest-size amounts of talent” (11) ― a fair amount
of evidences to scaffold the theories and assumptions. Coyle’s “Great Expedition” (12, para.1) spreads many places (Moscow, São Paolo, Dallas, San Jose, New York,
Caribbean, etc.), these tiny places were entitled “the chicken-wire Harvards” (11) by his friend. Literally, instead of the scale, it indicates the formation of “talent hotbeds”
(12, para.3) depending on the attitude towards “a matter of small failures, a rhythmic pattern of botches, and a shared facial expression” (13, para.1).
Due to expanding viewpoints above, the author also raises couple of questions:
And somehow screwing up is making them better. How?
(14)… So how does Brazil produce so many great players?
(15)
In context, Coyle explains these questions through profoundly analyzing the case of
Brazilian talented soccer players, and briefly stating some traditional perspectives, for instance, suitable environment, enthusiastic soccer and indigent economy. He also cites a story about Simon Clifford (24) was obsessed with Brazilian soccer training skills, such as “futsal” (26, para.1). It is related with “deep practice”, additionally, the author tries to make the definition of “deep practice” clearer, and enumerate many corresponding instances to explain it (blank-letter test, life vest manoeuver, retrieving names, and Robert Bjork’s studies).
The author’s sub-claim is vague in chapter 1, the possibility can be found in the second story regarding “Edwin Link’s Unusual Device” (20). The story describes the
“Airmail Fiasco” (21, para.2) deprived many lives of well-trained airmen in the winter of 1934, Link’s inventive aviation trainers saved the day after a trial and neglected period. But how do we link “deep practice” with aviation trainers?
Link’s trainer permitted pilots to practice more deeply, to stop, struggle, make errors, and learn from them…who trained in
Links were no braver or smarter than the ones who crashed
(24).
This evidence indicates “deep practice” not only applies all sorts of realms, but also is suitable for everyone. It might reveal the author’s sub-claim about “deep practice”.
Nevertheless, we still need to reflect on a certain number of issues.
Whether or not “deep practice” applies to any situation successfully.
How to endure a long-term “deep practice”.
The external elements are important or not.
Although the author lists masses of successful examples, if “deep practice” does not meet additional requirements, for instance, suitable environment, right time, optimal opportunities and irradiative instructors, and even the lack of a blast of internal power, like an intriguing possibility, “deep practice” will be operated smoothly or not.
Another assumption is how to maintain the motivation of a long-term “deep practice”, it might require high-quality determination and self-discipline.
In conclusion, Coyle considers that setting a further object based on the current status, and “deep practice” could refine and promote the relevant ability, though the process
consists of many mistakes, sometimes looks like tough and silly, and even is entertained by others. Keep concentrating on the target, and the victory will be waving to us in the near future. And finally, persistence in the dialectical logic is crucial.
References
Coyle, Daniel. The Talent Code. New York: Bantam Dell, 2009.
Print.
Professor Denise Comer
English CompositionⅠ: Achieving Expertise
4th May 2014
Daniel Coyle: The Talent Code
[? + ? = Infinite Talent]
With a glance at the cover of the book, we can be seen there is a striking title
"The Talent Code" and underneath that, two lines say "Greatness isn 't born. It 's grown.
Here 's how". To sum it up, the book would tell us how to become a greatness by breaking the talent code. While, how to define the Talent, Coyle manifests his own attitude, …talent can be vague… when it comes to young people—research shows that being a prodigy is an unreliable indicator of long-term success…we’ll define talent in its strictest sense: the possession of repeatable skills that don’t depend on physical size… (11)
According …show more content…
to the author’s explication, talent is an unclear concept regarding potential, which can be generated by repeatable skills, and is not just a priority for a number of gifted people in long-term success. In general, there are many geniuses certainly occur in our daily life. Nevertheless, it is concerned that how to effectively radiate their gifted abilities and how to promote ordinary people to reach a point of vantage.
In this book, Coyle suggests that “deep practice, ignition, and master coaching—which correspond to the three basic elements of the talent code” (6).
Therefore, chapter 1 is mainly based on “Deep Practice” (18, para.2), the author introduces us the skill to approach talent. In fact, each person has their different strengths, and that is possible to become an expert in a certain realm through delving into the expertise and developing it. As Bertrand Russell, an English Logician, said:
"So far as I can remember, there is not one word in the Gospels in praise of intelligence." “Where does this extraordinary talent come from? How does it grow?” (2), Coyle also raises a number of queries and provides examples, “The answer could begin with a remarkable piece of video showing a freckle-faced thirteen-year-old girl named
Clarissa” (2). In chapter 1, it does not provide more information about “Clarissa” (12, para.5), “[She] was part of a study by Australian music psychologists Gary McPherson and James Renwick that tracked her progress at the clarinet for several years” (2). The video presents Clarissa how to work on two songs, “Golden Wedding” (3, para.2) and
“The Blue Danube” (4, para.5), which is mainly based on detailed comparison between deep practice and ordinary practice. The essence of this video is due to arouse a particular interest about “deep practice” (18).
However, what is “deep practice” and how does it work? In order to answer these questions, the author collected “Everest-size amounts of talent” (11) ― a fair amount
of evidences to scaffold the theories and assumptions. Coyle’s “Great Expedition” (12, para.1) spreads many places (Moscow, São Paolo, Dallas, San Jose, New York,
Caribbean, etc.), these tiny places were entitled “the chicken-wire Harvards” (11) by his friend. Literally, instead of the scale, it indicates the formation of “talent hotbeds”
(12, para.3) depending on the attitude towards “a matter of small failures, a rhythmic pattern of botches, and a shared facial expression” (13, para.1).
Due to expanding viewpoints above, the author also raises couple of questions:
And somehow screwing up is making them better. How?
(14)… So how does Brazil produce so many great players?
(15)
In context, Coyle explains these questions through profoundly analyzing the case of
Brazilian talented soccer players, and briefly stating some traditional perspectives, for instance, suitable environment, enthusiastic soccer and indigent economy. He also cites a story about Simon Clifford (24) was obsessed with Brazilian soccer training skills, such as “futsal” (26, para.1). It is related with “deep practice”, additionally, the author tries to make the definition of “deep practice” clearer, and enumerate many corresponding instances to explain it (blank-letter test, life vest manoeuver, retrieving names, and Robert Bjork’s studies).
The author’s sub-claim is vague in chapter 1, the possibility can be found in the second story regarding “Edwin Link’s Unusual Device” (20). The story describes the
“Airmail Fiasco” (21, para.2) deprived many lives of well-trained airmen in the winter of 1934, Link’s inventive aviation trainers saved the day after a trial and neglected period. But how do we link “deep practice” with aviation trainers?
Link’s trainer permitted pilots to practice more deeply, to stop, struggle, make errors, and learn from them…who trained in
Links were no braver or smarter than the ones who crashed
(24).
This evidence indicates “deep practice” not only applies all sorts of realms, but also is suitable for everyone. It might reveal the author’s sub-claim about “deep practice”.
Nevertheless, we still need to reflect on a certain number of issues.
Whether or not “deep practice” applies to any situation successfully.
How to endure a long-term “deep practice”.
The external elements are important or not.
Although the author lists masses of successful examples, if “deep practice” does not meet additional requirements, for instance, suitable environment, right time, optimal opportunities and irradiative instructors, and even the lack of a blast of internal power, like an intriguing possibility, “deep practice” will be operated smoothly or not.
Another assumption is how to maintain the motivation of a long-term “deep practice”, it might require high-quality determination and self-discipline.
In conclusion, Coyle considers that setting a further object based on the current status, and “deep practice” could refine and promote the relevant ability, though the process
consists of many mistakes, sometimes looks like tough and silly, and even is entertained by others. Keep concentrating on the target, and the victory will be waving to us in the near future. And finally, persistence in the dialectical logic is crucial.
References
Coyle, Daniel. The Talent Code. New York: Bantam Dell, 2009.
Print.