Top 180 David Epstein Quotes (2026 Update)
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151. “Improv masters learn like babies: dive in and imitate and improvise first, learn the formal rules later. “At the beginning, your mom didn’t give you a book and say, ‘This is a noun, this is a pronoun, this is a dangling participle,’” Cecchini told me. “You acquired the sound first. And then you acquire the grammar later.”

— David Epstein

152. “If you’re working on well-defined and well-understood problems, specialists work very, very well,” he told me. “As ambiguity and uncertainty increases, which is the norm with systems problems, breadth becomes increasingly important.”

— David Epstein

153. “As the company grew, he worried that young engineers would be too concerned about looking stupid to share ideas for novel uses of old technology, so he began intentionally blurting out crazy ideas at meetings to set the tone.”

— David Epstein

154. “The more constrained and repetitive a challenge, the more likely it will be automated, while great rewards will accrue to those who can take conceptual knowledge from one problem or domain and apply it in an entirely new one.”

— David Epstein

155. “I dove into work showing that highly credentialed experts can become so narrow-minded that they actually get worse with experience, even while becoming more confident – a dangerous combination. And I was stunned when cognitive psychologists I spoke with led me to an enormous and too often ignored body of work demonstrating that learning itself is best done slowly to accumulate lasting knowledge, even when that means performing poorly on tests of immediate progress.”

— David Epstein

156. “Narrow experts are an invaluable resource, she told me, “but you have to understand that they may have blinders on. So what I try to do is take facts from them, not opinions.”

— David Epstein

157. “She found that the most effective leaders and organizations had range; they were, in effect, paradoxical. They could be demanding and nurturing, orderly and entrepreneurial, even hierarchical and individualistic all at once.”

— David Epstein

158. “When she compiled her findings, the central premise was at once simple and profound: we learn who we are only by living, and not before.”

— David Epstein

159. “The precise person you are now is fleeting, just like all the other people you’ve been.”

— David Epstein

160. “I will not intercept your decisions that belong in your chain of command, but I will give and receive information anywhere in the organization, at any time. I just can’t get enough understanding of the organization from listening to the voices at the top.”

— David Epstein

161. “Weick saw that experienced groups became rigid under pressure and “regress to what they know best.” They behaved like a collective hedgehog, bending an unfamiliar situation to a familiar comfort zone, as if trying to will it to become something they actually had experienced before.”

— David Epstein

162. “In product development,” Taylor and Greve concluded, “specialization can be costly.”

— David Epstein

163. “Interestingly, if the researchers used only the single film that the movie fans ranked as most analogous to the new release, predictive power collapsed. What seemed like the single best analogy did not do well on its own. Using a full “reference class” of analogies – the pillar of the outside view – was immensely more accurate.”

— David Epstein

164. “She found that the most effective leaders and organizations had range;.”

— David Epstein

165. “As each man amassed more information for his own view, each became more dogmatic, and the inadequacies in their models of the world more stark.”

— David Epstein

166. “Sometimes you just slap your head and go, ‘Well why didn’t I think of that?’ If it was easily solved by people within the industry, it would have been solved by people within the industry,” Pegau said. “I think it happens more often than we’d love to admit, because we tend to view things with all the information we’ve gathered in our industry, and sometimes that puts us down a path that goes into a wall. It’s hard to back up and find another path.”

— David Epstein

167. “Used for learning, testing, including self-testing, is a very desirable difficulty. Even testing prior to studying works, at the point when wrong answers are assured.”

— David Epstein

168. “When seeking innovation in knowledge-based industries,” they wrote, “it is best to find one ‘super’ individual. If no individual with the necessary combination of diverse knowledge is available, one should form a ‘fantastic’ team.” Diverse experience was impactful when created by platoon in teams, and even more impactful when contained within an individual.”

— David Epstein

169. “In the wicked world, with ill-defined challenges and few rigid rules, range can be a life hack.”

— David Epstein

170. “Individual creators started out with lower innovativeness than teams – they were less likely to produce a smash hit – but as their experience broadened they actually surpassed teams: an individual creator who had worked in four or more genres was more innovative than a team whose members had collective experience across the same number of genres. Taylor and Greve suggested that “individuals are capable of more creative integration of diverse experiences than teams are.”

— David Epstein

171. “Chunking helps explain instances of apparently miraculous, domain-specific memory, from musicians playing long pieces by heart to quarterbacks recognizing patterns of players in a split second and making a decision to throw.”

— David Epstein

172. “It is no wonder that organizations struggle to cultivate experts who are both proficient with their tools and prepared to drop them.”

— David Epstein

173. “In the late 1960s, future Nobel laureate economist Theodore Schultz argued that his field had done well to show that higher education increased worker productivity, but that economists had neglected the role of education in allowing individuals to delay specialization while sampling and finding out who they are and where they fit.”

— David Epstein

174. “Almost none of the students in any major showed a consistent understanding of how to apply methods of evaluating truth they had learned in their own discipline to other areas.”

— David Epstein

175. “InnoCentive solvers rate problems on how relevant they were to their own field of specialization, and found that “the further the problem was from the solver’s expertise, the more likely they were to solve it.”

— David Epstein

176. “Experimentation is not a tidy prescription, but it is common, and it has advantages, and it requires more than the typical motivational-poster lip service to a tolerance for failure. Breakthroughs are high variance.”

— David Epstein

177. “That’s how it goes on the disorderly path of experimentation. Original creators tend to strike out a lot, but they also hit mega grand slams, and a baseball analogy doesn’t really do it justice. As business writer Michael Simmons put it, “Baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you can get is four.” In the wider world, “every once in a while, when you step up to the plate, you can score 1,000 runs.”

— David Epstein

178. “One of the issues with our field is when we’ve looked at activity, and what controls activity, we’ve forgotten that we know very clearly there are biological mechanisms that actually influence people to be active or not” Lightfoot says. “You can have a predisposition to be a couch potato.”

— David Epstein

179. “Career goals that once felt safe and certain can appear ludicrous, to use Darwin’s adjective, when examined in the light of more self-knowledge. Our work preferences and our life preferences do not stay the same, because we do not stay the same.”

— David Epstein

180. “Tactics are short combinations of moves that players use to get an immediate advantage on the board. When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess – how to manage the little battles to win the war – is called strategy.”

— David Epstein

181. “So when HIV arrived, society had right off the shelf a huge amount of knowledge from investments made in a curiosity that at the time had no use.”

— David Epstein

182. “If you write an interdisciplinary grant proposal, it goes to people who are really, really specialized in A or B, and maybe if you’re lucky they have the capacity to see the connections at the interface of A and B,” he told me. “Everyone acknowledges that great progress is made at the interface, but who is there to defend the interface?”

— David Epstein

183. “The world is not golf, and most of it isn’t even tennis.”

— David Epstein

184. “My inclination is to attack a problem by building a narrative. I figure out the fundamental questions to ask, and if you ask those questions of the people who actually do know their stuff, you are still exactly where you would be if you had all this other knowledge inherently.”

— David Epstein

185. “The reason that elite athletes seem to have superhuman reflexes is that they recognize patterns of ball or body movements that tell them what’s coming before it happens. When tested outside of their sport context, their superhuman reactions disappear.”

— David Epstein

186. “Unquestionably, Yokoi needed narrow specialists.”

— David Epstein

187. “The gains are startling: three points every ten years. To put that in perspective, if an adult who scored average today were compared to adults a century ago, she would be in the 98th percentile.”

— David Epstein

188. “Do we really need to go through courses with very specialized knowledge that often provides a huge amount of stuff that is very detailed, very specialized, very arcane, and will be totally forgotten in a couple of weeks? Especially now, when all the information is on your phone. You have people walking around with all the knowledge of humanity on their phone, but they have no idea how to integrate it. We don’t train people in thinking or reasoning.”

— David Epstein

189. “The broad truth is that nature and nurture are so interlaced in any realm of athletic performance that the answer is always: it’s both.”

— David Epstein

190. “Winston Churchill’s “never give in, never, never, never, never” is an oft-quoted trope. The end of the sentence is always left out: “except to convictions of honor and good sense.” Labor.”

— David Epstein

191. “At one point they morphed into standardized forms that had to be filled out. Monday Notes became one more rigid formality in a process culture. “Immediately, the quality of the notes fell,” wrote another official NASA historian.”

— David Epstein

192. “Hesselbein decided then that a community that valued inclusiveness should answer “yes” to the question, “When they look at us, can they find themselves?”

— David Epstein

193. “A hallmark of interactions on the best teams is what psychologist Jonathan Baron termed “active open-mindedness.” The best forecasters view their own ideas as hypotheses in need of testing. Their aim is not to convince their teammates of their own expertise, but to encourage their teammates to help them falsify their own notions.”

— David Epstein

194. “When I was a college runner, I had teammates whose drive and determination seemed almost boundless on the track, and nearly absent in the classroom, and vice versa. Instead of asking whether someone is gritty, we should ask when they are. “If you get someone into a context that suits them,” Ogas said, “they’ll more likely work hard and it will look like grit from the outside.”

— David Epstein

195. “Where length of experience did not differentiate creators, breadth of experience did.”

— David Epstein

196. “I was not the type of person who wanted to spend my entire life learning one or two things new to the world, but rather the type who wanted constantly to learn things new to me and share them.”

— David Epstein