Outliers: The Story of Success Page 3

  The second implication of the hockey example is that the systems we set up to determine who gets ahead aren’t particularly efficient. We think that starting all-star leagues and gifted programs as early as possible is the best way of ensuring that no talent slips through the cracks. But take a look again at that roster for the Czech Republic soccer team. There are no players born in July, October, November, or December, and only one each in August and September. Those born in the last half of the year have all been discouraged, or overlooked, or pushed out of the sport. The talent of essentially half of the Czech athletic population has been squandered.

  So what do you do if you’re an athletic young Czech with the misfortune to have been born in the last part of the year? You can’t play soccer. The deck is stacked against you. So maybe you could play the other sport that Czechs are obsessed with—hockey. But wait. (I think you know what’s coming.) Here’s the roster of the 2007 Czech junior hockey team that finished fifth at the world championships.

  No.PlayerBirth DatePosition

  1 David Kveton Jan. 3, 1988 Forward

  2 Jiri Suchy Jan. 3, 1988 Defense

  3 Michael Kolarz Jan. 12, 1987 Defense

  4 Jakub Vojta Feb. 8, 1987 Defense

  5 Jakub Kindl Feb. 10, 1987 Defense

  6 Michael Frolik Feb. 17, 1989 Forward

  7 Martin Hanzal Feb. 20, 1987 Forward

  8 Tomas Svoboda Feb. 24, 1987 Forward

  9 Jakub Cerny Mar. 5, 1987 Forward

  10 Tomas Kudelka Mar. 10, 1987 Defense

  11 Jaroslav Barton Mar. 26, 1987 Defense

  12 H. O. Pozivil Apr. 22, 1987 Defense

  13 Daniel Rakos May 25, 1987 Forward

  14 David Kuchejda Jun. 12, 1987 Forward

  15 Vladimir Sobotka Jul. 2, 1987 Forward

  16 Jakub Kovar Jul. 19, 1988 Goalie

  17 Lukas Vantuch Jul. 20, 1987 Forward

  18 Jakub Voracek Aug. 15, 1989 Forward

  19 Tomas Pospisil Aug. 25, 1987 Forward

  20 Ondrej Pavelec Aug. 31, 1987 Goalie

  21 Tomas Kana Nov. 29, 1987 Forward

  22 Michal Repik Dec. 31, 1988 Forward

  Those born in the last quarter of the year might as well give up on hockey too.

  Do you see the consequences of the way we have chosen to think about success? Because we so profoundly personalize success, we miss opportunities to lift others onto the top rung. We make rules that frustrate achievement. We prematurely write off people as failures. We are too much in awe of those who succeed and far too dismissive of those who fail. And, most of all, we become much too passive. We overlook just how large a role we all play—and by “we” I mean society—in determining who makes it and who doesn’t.

  If we chose to, we could acknowledge that cutoff dates matter. We could set up two or even three hockey leagues, divided up by month of birth. Let the players develop on separate tracks and then pick all-star teams. If all the Czech and Canadian athletes born at the end of the year had a fair chance, then the Czech and the Canadian national teams suddenly would have twice as many athletes to choose from.

  Schools could do the same thing. Elementary and middle schools could put the January through April–born students in one class, the May through August in another class, and those born in September through December in the third class. They could let students learn with and compete against other students of the same maturity level. It would be a little bit more complicated administratively. But it wouldn’t necessarily cost that much more money, and it would level the playing field for those who—through no fault of their own—have been dealt a big disadvantage by the educational system. We could easily take control of the machinery of achievement, in other words—not just in sports but, as we will see, in other more consequential areas as well. But we don’t. And why? Because we cling to the idea that success is a simple function of individual merit and that the world in which we all grow up and the rules we choose to write as a society don’t matter at all.

  6.

  Before the Memorial Cup final, Gord Wasden—the father of one of the Medicine Hat Tigers—stood by the side of the ice, talking about his son Scott. He was wearing a Medicine Hat baseball cap and a black Medicine Hat T-shirt. “When he was four and five years old,” Wasden remembered, “his little brother was in a walker, and he would shove a hockey stick in his hand and they would play hockey on the floor in the kitchen, morning till night. Scott always had a passion for it. He played rep hockey throughout his minor-league hockey career. He always made the Triple A teams. As a first-year peewee or a first-year bantam, he always played on the [top] rep team.” Wasden was clearly nervous: his son was about to play in the biggest game of his life. “He’s had to work very hard for whatever he’s got. I’m very proud of him.”

  Those were the ingredients of success at the highest level: passion, talent, and hard work. But there was another element. When did Wasden first get the sense that his son was something special? “You know, he was always a bigger kid for his age. He was strong, and he had a knack for scoring goals at an early age. And he was always kind of a standout for his age, a captain of his team....”

  Bigger kid for his age? Of course he was. Scott Wasden was born on January 4, within three days of the absolute perfect birthday for an elite hockey player. He was one of the lucky ones. If the eligibility date for Canadian hockey were later in the year, he might have been watching the Memorial Cup championship from the stands instead of playing on the ice.

  CHAPTER TWO

  The 10,000-Hour Rule

  “IN HAMBURG, WE HAD TO PLAY FOR EIGHT HOURS.”

  1.

  The University of Michigan opened its new Computer Center in 1971, in a brand-new building on Beal Avenue in Ann Arbor, with beige-brick exterior walls and a dark-glass front. The university’s enormous mainframe computers stood in the middle of a vast white room, looking, as one faculty member remembers, “like one of the last scenes in the movie 2001: A Space Odyssey.” Off to the side were dozens of keypunch machines—what passed in those days for computer terminals. In 1971, this was state of the art. The University of Michigan had one of the most advanced computer science programs in the world, and over the course of the Computer Center’s life, thousands of students passed through that white room, the most famous of whom was a gawky teenager named Bill Joy.

  Joy came to the University of Michigan the year the Computer Center opened. He was sixteen. He was tall and very thin, with a mop of unruly hair. He had been voted “Most Studious Student” by his graduating class at North Farmington High School, outside Detroit, which, as he puts it, meant that he was a “no-date nerd.” He had thought he might end up as biologist or a mathematician. But late in his freshman year, he stumbled across the Computer Center—and he was hooked.

  From that point on, the Computer Center was his life. He programmed whenever he could. Joy got a job with a computer science professor so he could program over the summer. In 1975, he enrolled in graduate school at the University of California at Berkeley. There, he buried himself even deeper in the world of computer software. During the oral exams for his PhD, he made up a particularly complicated algorithm on the fly that, as one of his many admirers has written, “so stunned his examiners [that] one of them later compared the experience to ‘Jesus confounding his elders.’”

  Working in collaboration with a small group of programmers, Joy took on the task of rewriting UNIX, which was a software system developed by AT&T for mainframe computers. Joy’s version was very good. It was so good, in fact, that it became—and remains—the operating system on which literally millions of computers around the world run. “If you put your Mac in that funny mode where you can see the code,” Joy says, “I see things that I remember typing in twenty-five years ago.” And do you know who wrote much of the software that allows you to access the Internet? Bill Joy.

  After graduating from Berkeley, Joy cofounded the Silicon Valley firm Sun Microsystems, which was one of the most critical players in the
computer revolution. There he rewrote another computer language—Java—and his legend grew still further. Among Silicon Valley insiders, Joy is spoken of with as much awe as someone like Bill Gates of Microsoft. He is sometimes called the Edison of the Internet. As the Yale computer scientist David Gelernter says, “Bill Joy is one of the most influential people in the modern history of computing.”

  The story of Bill Joy’s genius has been told many times, and the lesson is always the same. Here was a world that was the purest of meritocracies. Computer programming didn’t operate as an old-boy network, where you got ahead because of money or connections. It was a wide-open field in which all participants were judged solely on their talent and their accomplishments. It was a world where the best men won, and Joy was clearly one of those best men.

  It would be easier to accept that version of events, however, if we hadn’t just looked at hockey and soccer players. Theirs was supposed to be a pure meritocracy as well. Only it wasn’t. It was a story of how the outliers in a particular field reached their lofty status through a combination of ability, opportunity, and utterly arbitrary advantage.

  Is it possible the same pattern of special opportunities operate in the real world as well? Let’s go back over the story of Bill Joy and find out.

  2.

  For almost a generation, psychologists around the world have been engaged in a spirited debate over a question that most of us would consider to have been settled years ago. The question is this: is there such a thing as innate talent? The obvious answer is yes. Not every hockey player born in January ends up playing at the professional level. Only some do—the innately talented ones. Achievement is talent plus preparation. The problem with this view is that the closer psychologists look at the careers of the gifted, the smaller the role innate talent seems to play and the bigger the role preparation seems to play.

  Exhibit A in the talent argument is a study done in the early 1990s by the psychologist K. Anders Ericsson and two colleagues at Berlin’s elite Academy of Music. With the help of the Academy’s professors, they divided the school’s violinists into three groups. In the first group were the stars, the students with the potential to become world-class soloists. In the second were those judged to be merely “good.” In the third were students who were unlikely to ever play professionally and who intended to be music teachers in the public school system. All of the violinists were then asked the same question: over the course of your entire career, ever since you first picked up the violin, how many hours have you practiced?

  Everyone from all three groups started playing at roughly the same age, around five years old. In those first few years, everyone practiced roughly the same amount, about two or three hours a week. But when the students were around the age of eight, real differences started to emerge. The students who would end up the best in their class began to practice more than everyone else: six hours a week by age nine, eight hours a week by age twelve, sixteen hours a week by age fourteen, and up and up, until by the age of twenty they were practicing—that is, purposefully and single-mindedly playing their instruments with the intent to get better—well over thirty hours a week. In fact, by the age of twenty, the elite performers had each totaled ten thousand hours of practice. By contrast, the merely good students had totaled eight thousand hours, and the future music teachers had totaled just over four thousand hours.

  Ericsson and his colleagues then compared amateur pianists with professional pianists. The same pattern emerged. The amateurs never practiced more than about three hours a week over the course of their childhood, and by the age of twenty they had totaled two thousand hours of practice. The professionals, on the other hand, steadily increased their practice time every year, until by the age of twenty they, like the violinists, had reached ten thousand hours.

  The striking thing about Ericsson’s study is that he and his colleagues couldn’t find any “naturals,” musicians who floated effortlessly to the top while practicing a fraction of the time their peers did. Nor could they find any “grinds,” people who worked harder than everyone else, yet just didn’t have what it takes to break the top ranks. Their research suggestes that once a musician has enough ability to get into a top music school, the thing that distinguishes one performer from another is how hard he or she works. That’s it. And what’s more, the people at the very top don’t work just harder or even much harder than everyone else. They work much, much harder.

  The idea that excellence at performing a complex task requires a critical minimum level of practice surfaces again and again in studies of expertise. In fact, researchers have settled on what they believe is the magic number for true expertise: ten thousand hours.

  “The emerging picture from such studies is that ten thousand hours of practice is required to achieve the level of mastery associated with being a world-class expert—in anything,” writes the neurologist Daniel Levitin. “In study after study, of composers, basketball players, fiction writers, ice skaters, concert pianists, chess players, master criminals, and what have you, this number comes up again and again. Of course, this doesn’t address why some people get more out of their practice sessions than others do. But no one has yet found a case in which true world-class expertise was accomplished in less time. It seems that it takes the brain this long to assimilate all that it needs to know to achieve true mastery.”

  This is true even of people we think of as prodigies. Mozart, for example, famously started writing music at six. But, writes the psychologist Michael Howe in his book Genius Explained,

  by the standards of mature composers, Mozart’s early works are not outstanding. The earliest pieces were all probably written down by his father, and perhaps improved in the process. Many of Wolfgang’s childhood compositions, such as the first seven of his concertos for piano and orchestra, are largely arrangements of works by other composers. Of those concertos that only contain music original to Mozart, the earliest that is now regarded as a masterwork (No. 9, K. 271) was not composed until he was twenty-one: by that time Mozart had already been composing concertos for ten years.

  The music critic Harold Schonberg goes further: Mozart, he argues, actually “developed late,” since he didn’t produce his greatest work until he had been composing for more than twenty years.

  To become a chess grandmaster also seems to take about ten years. (Only the legendary Bobby Fischer got to that elite level in less than that amount of time: it took him nine years.) And what’s ten years? Well, it’s roughly how long it takes to put in ten thousand hours of hard practice. Ten thousand hours is the magic number of greatness.

  Here is the explanation for what was so puzzling about the rosters of the Czech and Canadian national sports teams. There was practically no one on those teams born after September 1, which doesn’t seem to make any sense. You’d think that there should be a fair number of Czech hockey or soccer prodigies born late in the year who are so talented that they eventually make their way into the top tier as young adults, despite their birth dates.

  But to Ericsson and those who argue against the primacy of talent, that isn’t surprising at all. That late-born prodigy doesn’t get chosen for the all-star team as an eight-year-old because he’s too small. So he doesn’t get the extra practice. And without that extra practice, he has no chance at hitting ten thousand hours by the time the professional hockey teams start looking for players. And without ten thousand hours under his belt, there is no way he can ever master the skills necessary to play at the top level. Even Mozart—the greatest musical prodigy of all time—couldn’t hit his stride until he had his ten thousand hours in. Practice isn’t the thing you do once you’re good. It’s the thing you do that makes you good.

  The other interesting thing about that ten thousand hours, of course, is that ten thousand hours is an enormous amount of time. It’s all but impossible to reach that number all by yourself by the time you’re a young adult. You have to have parents who encourage and support you. You can’t be poor, because if y
ou have to hold down a part-time job on the side to help make ends meet, there won’t be time left in the day to practice enough. In fact, most people can reach that number only if they get into some kind of special program—like a hockey all-star squad—or if they get some kind of extraordinary opportunity that gives them a chance to put in those hours.

  3.

  So, back to Bill Joy. It’s 1971. He’s tall and gawky and sixteen years old. He’s the math whiz, the kind of student that schools like MIT and Caltech and the University of Waterloo attract by the hundreds. “When Bill was a little kid, he wanted to know everything about everything way before he should’ve even known he wanted to know,” his father, William, says. “We answered him when we could. And when we couldn’t, we would just give him a book.” When it came time to apply to college, Joy got a perfect score on the math portion of the Scholastic Aptitude Test. “It wasn’t particularly hard,” he says matter-of-factly. “There was plenty of time to check it twice.”

  He has talent by the truckload. But that’s not the only consideration. It never is. The key to his development is that he stumbled across that nondescript building on Beal Avenue.

  In the early 1970s, when Joy was learning about programming, computers were the size of rooms. A single machine (which might have less power and memory than your microwave now has) could cost upwards of a million dollars—and that’s in 1970s dollars. Computers were rare. If you found one, if was hard to get access to it; if you managed to get access, renting time on it cost a fortune.