The First 20 Hours by Josh Kaufman

A lot has been written over the last few years about expertise, often referring to a 10,000-hour rule. Research indicates that the people who exhibit the highest level of expertise, even possibly being a genius, have in their life put in 10,000 hours or more of deliberate practice.

Your response to that bit of knowledge might be like mine: “I’d don’t have 10,000 hours to put into learning something new.” What if you don’t need to be an expert; you just need to be proficient. Maybe you want to learn something for your personal edification, and you do not aspire to be great, but simply to be good enough.

According to Josh Kaufman, gaining a basic proficiency in a new skill is within reach. With an orderly approach, it can be achieved in as little as 20 hours. Kaufman event entitled his book on the subject The First 20 Hours.

Unlike other books on learning I’ve read, Kaufman focuses more on skill than knowledge, more on being able to do something than knowing about something. Acquiring knowledge is important to learning a new skill, and he acknowledges this by making research a part of his program, but he still emphasizes using as much of the 20 hours as you can on deliberate practice.

Kaufman lays out a strategy for rapid skill acquisition. If compressed to a list, it wouldn’t cover the length of a page. Part of what he does is break down his method into parts that are easy, at least conceptually. That is one of the methods: breaking a skill into sub-skills that can be more easily learned and practiced. In this way, his method is simple.

If simple were easy, more things would be simple.  Kaufman’s methods may reduce gaining proficiency in a skill to 20 hours, but they are 20 hours of focused work to which you must commit yourself. You can give yourself some early wins that will make it easier to overcome the discouragement that comes when you become frustrated by difficulties, but The First 20 Hours holds no strategies for overcoming laziness or disinterest.

If Kaufman only described his method, his book would be quite short. He illustrates the methods by showing how he used them to rapidly acquire six different skills. In addition to reiterating the steps to rapid skill acquisition, he demonstrates the variety of skills one can learn. They range from knowledge-intensive, technical skills (programming) to physical skills (yoga), and much in between (playing an instrument).

The skills that interested Kaufman were not skills that were of much interest to me. Even so, it prompted me to think of skill I would like to acquire and how I might apply his strategies to the task.

Kaufman also hints that his method could be used by a proficient person to improve his skill, taking a step closer to expertise. The strategies are aimed at engaging you in deliberate practice. Deliberate practice is the heart of both acquiring and improving a skill.

If you’re interested in this book, you may also be interested in

The Checklist Manifesto by Atul Gawande

The Genius in All of Us by David Shenk

Future Bright by Martin E. Martinez

Moonwalking with Einstein by Joshua Foer

One Small Step Can Change Your Life by Robert Maurer

The Peter Principle by Laurence J. Peter & Raymond Hull

Your Intelligence Makeover by Edward F. Droge, Jr.

Kaufman, Josh. The First 20 Hours: How to Learn Anything…Fast.  New York: Portfolio/Penguin, 2013.

Freakonomics by Steven D. Levitt & Stephen J. Dubner

Economist Steven D. Levitt and journalist Stephen J. Dubner look into the unexpected relationships between aspects of our society in their book Freakonomics. They not particularly interested in the things you might expect economists to write about such as business, markets or investment. Instead, they look at cheating, crime, expertise and parenting.

There is no particular theme of the book, except possibly that common explanations and expectations are often off the mark. Levitt and Dubner are skeptical of conventional wisdom and expertise. They are interested in data and what questions can properly be put to that data.

They sometimes come to conclusions that some might find disturbing or troubling. For instance, they trace the drop in crime rates in the 1990s to the legalization of abortion in the 1970s. Many of the women who had abortions in the wake of Roe vs. Wade were poor, had low education, or very young. All of these traits in the parents tend to produce worse outcomes for children, including a higher likelihood of committing crime. As the first post-Roe cohort of children reached their teen years in the 1990s, there were fewer who had been raised in those conditions that may have pushed them into crime, and therefore fewer budding criminals and a decline in crime rates.

Reading this made me think of the arguments of eugenicists. They believed that a host of social ills, including crime, could be mitigated by keeping the unfit people from reproducing. To the eugenicists, unfit was essentially equivalent to nonwhite, though it also extended to the feebleminded (a disease a eugenically-minded psychiatrist or psychologist might have found in any poor, uneducated person). The eugenicists saw intelligence, criminality, poverty and host of other features as fixed and hereditary. Limiting the reproduction of the unfit through abortion or sterilization would reduce and eventually eliminate poverty and crime.

Of course, Levitt and Dubner are not eugenicists. Nor do they propose abortion as means to reduce crime. Crime does not have its roots in race or intelligence. It is strongly tied to poverty and low education. Charles Dickens chilling portrayed Ignorance and Want in A Christmas Carol, and they are still a threat to all of us.

Each chapter reveals an interesting twist on some subject, though few are as potentially charged as that on crime. In another chapter, the authors show that crime does not pay, except for those at the top, on unlike in a corporation. In spite of faddish thoughts on the issue, parents matter, though maybe not in the ways we’d like to think.

My previous reading has inclined me to focus on the darkest part of the book, but the overall tone is conversational and light, though the authors are not flippant about serous subjects. They are not technical either. Their use of statistics is straightforward. They do not delve deep into theory, though they focus much on the central theory of economics that people respond to incentives.

If you’re interested in this book, you may also be interested in

Better for All the World by Harry Bruinius

The Drunkard’s Walk by Leonard Mlodinow

How We Got Here by Andy Kessler

The Numbers Game by Michael Blastland & Andrew Dilnot

The Peter Principle by Laurence J. Peter & Raymond Hull

War Against the Weak by Edwin Black

Levitt, Steven D., & Stephen J. Dubner. Freakonomics: A Rogue Economist Explores the Hidden Side of Everything. New York: William Morrow, 2005.

The Seven-Per-Cent Solution by Nicholas Meyer

Nicholas Meyer plays The Game. He presents his novel, The Seven-Per-Cent Solution, as a found manuscript of John Watson, friend to and chronicler of the adventures of Sherlock Holmes.

Arthur Conan Doyle’s detective inspired pastiches and fan fiction even during the time when he was writing the canon of Holmes stories. Meyer even mentions Doyle in the book, though in keeping with The Game, he alludes that he is something like a literary agent, helping Watson place his recollections in magazines.

The occasion of the reference to Doyle is his connection to both Watson and Doyle’s medical studies in Vienna, where most of the story is set. According to Meyer, neither the real life or fictional version of Doyle met another famous physician who resided in Vienna. That physician’s expertise in a certain specialty is the reason Watson and Holmes visit the European mainland.

After Watson marries and moves out of the Baker Street apartment, Holmes is more tightly gripped by his addiction to cocaine, the seven percent solution mentioned Doyle’s The Sign of Four and the title of Meyer’s book. Overcoming addiction was beyond the expertise of Watson and his medical colleagues, but the work of a Viennese physician gave him hope. Watson conspires with Sherlock’s brother Mycroft, and even enlists the aid of the old Holmes family math tutor Moriarty, to trick Holmes into going to Vienna to be placed in the care of Sigmund Freud.

The first half of the book deals with Holmes’ addiction and his treatment in the home of Freud. This is more interesting than some may think it sounds, and even in this section Meyer maintains the feel of a Holmes story.

In the second half, Freud’s consultation in the case of a silent patient prompts the kind of detective story you expect to see Holmes in. Freud is along for the ride and his insights prove useful to the detective. The physical side of the adventure ramps us in this part, too. The climax (can you do a spoiler alert for a 40-year-old book) is a saber duel between Holmes and the story’s villain on the top of a speeding railcar.

Meyer sticks close to the canon, though he does it by discrediting certain “disputed” stories. The long-retired Watson, dictating this after the death of his friend, admits to fabricating certain tales in order to protect Holmes’ life and reputation.

If you’re interested in this book, you may also be interested in

Arthur & George by Julian Barnes

Fic by Anne Jamison

The Sherlockian by Graham Moore

Meyer, Nicholas. The Seven-Per-Cent Solution: Being a Reprint from the Reminiscences of John H. Watson, M.D. New York: E. P. Dutton, 1974.

Notes on Collecting

I suspect many readers of this blog are interested collecting books.  I’ve decide to share my thoughts on collecting through a series of essays.  I hope you find it interesting and useful.

I think of their being two types of collectors, which I refer to as enthusiasts and investors.  As the name implies, an enthusiast collects base on his interests.  An investor collects based on the value of the items collected.

I suspect most collectors are enthusiasts.  They started collecting books or other objects because of their interest in them.  Enthusiast collectors run from casual to serious.  Some enthusiasts can become experts in their field.

Investors are interested in items for their value.  Like investors in anything else, they may you can distinguish between traders and buy-and-hold investors.  Traders usually don’t hold onto an item for long.  They are looking for the book, comic, or other collectable that is undervalued (i.e., on sale for a dollar at the thrift store) that they can quickly resell for a better price in another market, hopefully hitting it big occasionally.  A successful trader must know the value of his collectables and have access to retail buyers so he can recognize a bargain and quickly turn a profit.  Buy-and-hold investors take a longer view, believing that their collectables will grow in value over the course of years, or at least hold their value against inflation.  It helps to recognize a bargain, but it is more helpful to distinguish lasting quality from trends that will crash.

Of course, all of these things can overlap.  An enthusiast may put together a collection that eventually becomes very valuable.  His expertise can make him an excellent buy-and-hold investor.  A trader may fall in love with a few interesting pieces that she keeps for her own enjoyment.  Any collector might find opportunities to help a fellow collector and make a few bucks while they’re at it because they’ve developed some knowledge of what other people want and what it is worth to them.

I encourage you to think about your primary motivation for collecting.  Are you an enthusiast?  Do you have a casual interest or a near obsession?  Are you interested in collectables as investment?  Do you want to trade to make some income or are you looking to park you money in something that will grow in value?  Answering these questions for yourself will help you to make better decisions about your collection.

Professional Amateur by T. A. Boyd

Charles F. Kettering’s legacy as a philanthropist is memorialized in the names of the institutions he supported such as the Kettering Foundation and the Memorial Sloan-Kettering Cancer Center. As an engineer, I’m more familiar with is reputation as an inventor and innovator, especially in automotive engineering.

Kettering’s associate, T. A. Boyd, memorialized him in the biography Professional Amateur. I think the title is intended to convey Kettering’s humility and determination to not let expertise or established knowledge get in the way of progress. As an engineer, and arguably a scientist, Kettering was devoted to experimentation.

As with others of his era (he was born in 1876), Kettering’s education was not traditional by current standards. After graduating high school, he began teaching in one-room schoolhouses in Ohio such as the one he had attended. He later attended the College of Wooster, studying Greek with an eye toward becoming a pastor, and eventually graduated from the Ohio State University with a degree in electrical engineering. Problems with his eyes caused interruptions in his formal education.

Kettering valued his school experience, but he also valued his practical experience. He got a job installing poles for a telephone company and worked his way into installing lines and switchboards. He and friends undertook amateur experiments in chemistry and electricity. Even as a child he took great interest in nature.

After introducing us to his early life, the book turns to his career as an inventor and research engineer. He established what is now Delco, which he sold to General Motors. He had a long career leading the research efforts at GM. The final chapters of the book describe Kettering’s views on business and education and his career as a public speaker.

Kettering met his wife, Olive, while working for a rural telephone company. Their son, Gene, followed his father into engineering and eventually had a successful career in designing and building diesel-electric locomotives a General Motors.

Boyd was a friend of Kettering, who was still alive when Professional Amateur was published. Needless to say, the book is very complimentary to its subject. Few faults are attributed to the man, except that Kettering is depicted as being so absorbed in his research that he would overlook social conventions like keeping a nice suit clean, entertaining guests, or remembering the purpose of his appointments. The research engineer left his business affairs mostly in the hands of trusted partners so he could concentrate on the work that interested him, though Boyd’s depiction indicates Kettering was shrewd about business.

I don’t think the book is intended for children, but it is written in simple and direct style that might be accessible to many young readers. It was published in 1957, so more recent or thorough biographies may be available. For instance, Kettering introduced tetraethyl lead to gasoline as a way to reduce knock and improve fuel efficiency. Though it was considered safe at the time (as Boyd points out), the lead emissions from automobiles has be reevaluated sense and we no longer use leaded gasoline. The book was written before anyone was seriously aware of or concerned about this issue, so it does not consider it.

If you’re interested in this book, you may also be interested in

The Age of Edison by Ernest Freeburg

The Essential Engineer: Why Science Alone Will Not Solve Our Global Problems by Henry Petroski

Make a Joyful Sound by Helen Elmira Waite

The Pinball Effect by James Burke

Boyd, T. A. Professional Amateur: The Biography of Charles Franklin Kettering. New York: E. P. Dutton & Co., 1957.

The Checklist Manifesto by Atul Gawande

Gawande, Atul. The Checklist Manifesto: How to Get Things Right. New York: Picador, 2009.

Many of the things in our modern world are very complex. Little things done are not done, especially by the experts who undertake some of the most complex tasks, can have significant results. Surgeon Atul Gawande suggests a solution for managing this complexity and making sure that those important, little things aren’t overlooked. His solution is the checklist.

The thread through his book, The Checklist Manifesto, is the development by the World Health Organization (WHO) of a surgical checklist. WHO wanted to reduce surgical complications, especially in the third world. The team they put together, including Dr. Gawande, eventually settled on a checklist.

It was met with much skepticism, even on the part of those who developed it. The results changed minds. Use of the checklist cut serious complications from surgery almost in half. Dr. Gawande recounts his own experiences using the checklist and how it helped him prevent and solve surgical problems.

The checklist isn’t purely a matter for medicine. A very successful user of checklists is the aviation industry.

Aviators were once like surgeons, seen as virtuosos who drew upon skill, daring and intelligence to perform their jobs. Airplanes eventually became to complex for pilots, as the book illustrates in the case of a once experimental military craft. The pilots who took on the new airplane looked for ways to succeed, and survive, where their successors hadn’t. Rather than more training or expertise, the fallback of many professionals, they looked to the checklist. Use of checklists have become standard in aviation, where it checklist making has been much refined.


An interesting chapter deals with the landing of US Airways Flight 1549 in the Hudson River a few years ago. Dr. Gawande praises the skill of the pilot and crew. He also points out, as the crew of the flight always have, the importance of the procedures they used, and especially the checklists that helped them to implement those procedures.

Through several examples, the outline of what make a good checklist and the cases where they work best are show. There isn’t yet and exact science to making checklists, but there is a well-developed art, which includes testing and revision.

It takes a dose of humility to accept that checklists can help highly trained professionals do their jobs better. Dr. Gawande seems to hope his fellow surgeons can show some the humility shown by pilots and allow checklist to become a tool for improving their work.

I come from a background in engineering and this makes sense to me. A procedure is designed much like anything else. If there are critical elements in anything, it is wise to reinforce them in ways that ensure their performance. The human mind is capable of amazing things, but can’t necessarily be relied on to remember to turn off the lights or stove or do any number of other little things.

I’ve also worked in the regulatory field, and seen thoughtless, narrow adherence to rules bring about undesirable results, sometime contrary to what the rules intended. This is not at all in the spirit of The Checklist Manifesto. A good checklist ensures consistency and quality while at the same time freeing the minds of its users to creative deal with the complexities of their task.

If you’re interested in this book, you may also be interested in
Awakening the Entrepreneur Within by Michael Gerber

Do Less Get More by Shaa Wasmund

The title of Shaa Wasmund’s book was certain to grab my attention: Do Less Get More. The purpose of the book is to show people how to focus on what really matters to them and cut out what doesn’t.

The early chapters deal with the problems of doing too much. I didn’t need much convincing that I spend a lot of time on things I ought to do and too little time on things I love to do. She then gives attention to the ways a life in which we do (or possibly even have) less is better if those things we do or have are those that are the most important, valuable and meaningful to us. Again, I didn’t need much convincing on that part. Wasmund describes it this way, “Happiness isn’t a consequence of living a successful life; success is a consequence of living happy life.”

The final chapters are practical advice on how to achieve the “less is more” life. I won’t go into all of them. The book is short and written in a simple style, so you won’t have to invest a lot of time reading it if you’re interested in learning more.

Even so, I’ll mention a few things that resonated with me. It’s important to ask for help. Don’t let fear of appearing stupid or weak prevent you from getting help; asking for aid and counsel is one of the smartest things you can do and the humility it takes is a great strength. Concentrate on your strength; working on your weaknesses eats up a lot of time and probably won’t lead where you want to go. By focusing on what you do best, you’ll achieve more and increase your expertise. Concentrate on one thing at a time, especially the best thing you can do right now. Clean up your clutter, get organized, let go of stuff that holds you back.

Especially, value your time. When you value your time, you’ll want to spend it on those things that are most important and valuable to you, that produce the best results in your life.

If you’re interested in this book, you may also be interested in

The 4-Hour Workweek by Timothy Ferriss

How to Get Control of Your Time and Your Life by Alan Lakein

Idea Mapping by Jamie Nast

Rapt by Winifred Gallagher

Secrets You Keep from Yourself by Dan Neuharth

Wasmund, Shaa. Do Less Get More: How to Work Smart and Live Life Your Way. New York: Portfolio/Penguin, 2015.

Write Your Heart Out by Rebecca McClanahan

McClanahan, Rebecca. Write Your Heart Out: Exploring and Expressing What Matters to You. Cincinnati, OH: Walking Stick Press, 2001.



Write Your Heart Out differs from many other books on writing because less on the craft and business of writing and more on the life of writing. It covers the journey of being a writer from the inside out.

McClanahan begins the journey with journaling and other private writing that is not meant to be shared. Private writing provides the opportunity for writing without worry of judgment, recording daily events or major life passages and discovering yourself. Writing can be a way to preserve memories, deal with a painful past, find your way and celebrate joys. Private writing doesn’t have to lead to anything else, but it can; even a mundane diary may spark a memory or provide perspective and inspiration for creative works.

The next passage in the journey is letters. Here a writer begins to communicate with others. Letters can be powerful and tangible ways of connecting with others. McClanahan offers advice on how to write various types of letters and what to include. If you’re looking for a way to express your sympathy or love, this chapter can help you get started.

The writer moves on to working with other writers and writing in or about work. Working with other writers can mean collaboration, but in can also be any level of sharing with other writers to help them and receive their help. McClanahan describes several ways you can be part of a community of writers. Unless you’re one of the relative few who make a living writing full time, you’re already a part of a community of work. Your job or profession can be a rich source of material for writing. Use your expertise, or even your failures.

Moving to being a public writer involves honing your work. At this stage, a writer looks for sharable ideas in their work, tests their ideas against readers and their own standards, commits to revision and learns to let go of what they’ve written. For some, writing will become a way of life and they will find a way to keep at it with diligence.

If your interested in this book, you may also be interested in
You Can Write a Column by Monica McCabe Cardoza
You Can Write for Magazines by Greg Daugherty

The Peter Principle by Laurence J. Peter & Raymond Hull

Peter, Laurence J., & Raymond Hull.  The Peter Principle.  New York: William Morrow, 1969.

It’s very likely you’ve heard the Peter Principle, or some paraphrase of it: “In a hierarchy every employee tends to rise to his level of incompetence.”  It’s been around for more than 40 years (KBR doesn’t claim to review the latest books).

It’s a cynical thing to say, too.  The humorously pseudo-academic tone used by Laurence J. Peter (an actual academic) and Raymond Hull does little to soften the cynicism.  I don’t think they were trying to be sarcastic.  I think they were a little bit serious.

The Peter Principle makes sense.  Organizations promote people based on their performance in their current job.  Eventually, promotions lead a person into a job for which he is not competent.  I used to work in an organization that had almost no promotion potential except through the ranks of supervisor and managers, though almost all the employees were technical experts of one sort or another.  The talent that made employees excel on the front line had little to do with making good supervisors and managers.  Middle management mediocrity and misery was common.

Corollaries to the Peter Principle predict that misery.  Even incompetents who are too deluded to recognize it feel the stress of their shortcomings and suffer physically and mentally.

Peter and Hull demonstrate the principle and its corollaries through case studies.  They describe the cases humorously, but I suspect they have some basis in reality, especially since many come from educational institutions, Peter’s area of expertise.

They suggest a possible solution in creative incompetence.  That is, do what you do well and enjoy, but be just bad enough at something inconsequential to your work, but important to you boss, to make yourself appear incompetent for promotion.

It goes against the grain.  Bookstore shelves are full of books on getting ahead, getting a promotion, getting a better job, getting richer, and generally getting.  Peter and Hull suggest the opposite: You’ll do more good if you stick to doing what you do well.  You’ll be happier, too.  You may not be richer or more powerful, but if that costs your health and joy, is it worth it?

I think it is easier to opt out of hierarchies than it used to be, thank to advances in communication and information technology.  Even so, large organizations in both the private and public sectors are common for many good reasons and a hierarchy is an efficient way to organize.  If you don’t work for a hierarchy, you still deal with many.  The Peter Principle may help you recognize problems and deal with them with good humor and grace.  It may even help you find ways to avoid becoming part of the problem.  On the other hand, it may just cause you to pull your hair out in frustration.

If you’re interested in this book, you may also be interested in

The 4-Hour Workweek by Timothy Ferriss

The Leadership Triad by Dale E. Zand

Revved! by Harry Paul and Ross Reck

Seamless Government by Russell M. Linden

The Vulnerable Fortress by James R. Taylor and Elizabeth J. Van Every

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