Sunday, February 3, 2019

Annie Duke's Thinking In Bets - A Short Review

To say that the best of this book comes at the end is to imply that the rest isn't nearly as good. That would be wildly off base. I started highlighting in the introduction and didn't let up until the last page. From "resulting" (page 7) to "backcasting" and "premortem" (page 221), this book is full of ideas that Duke implements to get us thinking about how we view the world. For me, the ideas kept building on one another until reaching a crescendo in the last chapter. I went from thinking "I'd like to work on this" at the beginning to "How can I not act on this?" Over the course of six chapters, Duke carefully layers concepts so that we reach the end of the book feeling like we are equipped with the tools we need to meet an uncertain world. Don't want to read the details? Just looking for a TL;DR? Skip to here.

Chapter one lays the foundation, that the world is not certain and we are ill-equipped to see how this fact affects us. Duke was just short of defending her doctoral dissertation in psychology when she went on hiatus and started playing poker professionally. This background leads to her observation that life is not a game of chess, but rather a game of poker. The difference lies in what we know about the game we're playing. Chess is a game of perfect information, meaning that all observers have access to all information. Poker, however, is a game of incomplete information, meaning that no observer has access to all information. It is theoretically possible to work out the best way to play any scenario in a game of chess but that can't be done in a game of poker. That idea is easy enough to absorb but the consequences of it are much more complicated and far-reaching. Life is messy and hard to comprehend. Unlike in chess, the quality of the decisions we make in life are not strongly correlated to the quality of the outcomes. Once an outcome is known, we forget the work that went into making the decision. We deal with that by extrapolating back from what we can observe, results. Poker players call this "resulting", evaluating a decision based solely on its outcome. Duke stresses that we shouldn't feel bad about outcomes that didn't go our way nor should we feel good about the outcomes that favored us. The main point that I took away from this chapter was that we should avoid thinking of alternatives as right or wrong but as varying degrees on a spectrum of possibilities.

Chapter two expands on this idea by framing decisions as bets about an uncertain future. We are usually betting that a potential future is one in which we are happier or better off in some way because of the decision we are about to make. Unfortunately, we have many things that cloud our judgement of these potential futures, things like biases and motivated reasoning. Duke espouses "truthseeking" as a way of mitigating those obstacles. Rather than seek "right" or "wrong" for a given situation, we should seek to describe the situation as accurately as possible. This leads us to then assess decisions in terms of the likelihood of different outcomes rather than things going right or wrong. There's a great deal of similarity in the main points of the first two chapters and I think that this says something about Duke's diligence in creating a sound framework to build on for the remainder of the book.

Chapter three is an introduction to probabilistic decision making. If we view decision alternatives in terms of how likely they are to happen then we position ourselves to recognize that outcomes are not as surprising as we might have once thought. This sets us up to treat outcomes as learning opportunities, places where we can tweak the accuracy of how we view that decision space. "Updating our priors", as it is referred to in Bayesian-speak, is how we strive to make ourselves better decision-makers, one decision at a time. Duke recommends re-framing the rewards we give ourselves to accentuate "being a good credit-giver, a good mistake-admitter, a good finder-of-mistakes-in-good-outcomes, a good learner, and (as a result) a good decision-maker." As we improve at these skills, we also improve at assessing the risk of a situation, which allows us to make better bets. Confidence in our decisions becomes less of an expression of ego and more of an expression of our internal calculus.

Chapters four and five remind us of the importance of having help in our truthseeking journey. Knowing that we are susceptible to blind spots, biases, and prejudices, Duke recommends that we find like-minded people to accompany us on the journey. Duke also warns us of "Lettermanning", which is attempting to engage in truthseeking with someone that doesn't join us on the journey. We have to look for company for our journey and that means recognizing when others aren't interested in that journey. When we do find others to join us we need establish ground rules that will allow the group to avoid emotion and engage in deliberative discussions. Together we are asking questions that set us up to make smarter bets/decisions. When the goal is to win a bet, we are more likely to speak truthfully than when we are intent on making good impressions on others in the group. Again, Duke is impressing on us the importance of seeking truth above feeling good.

Chapter six contains what I think are the most interesting assertions in the entire book. Duke spent the first five chapters of the book preparing us by getting us to believe in the value of truth and giving us tactics to work around biases to better reveal truth. Now Duke pushes us in a direction that we can only see once we have left behind the security of ego; she invites us to step into a time machine. We are now in a position to accept than we aren't reliable, so we are asked to accept that we are not reliable in the present because of how emotional and reactive we can be. If we can move ourselves into the future, we give ourselves a better chance to recognize how far is too far or how much is too much in our decisions. When we take the time to imagine possible futures through our new truthseeking lens, we can make decisions while the stakes, pressure, and stress are low and our self control is high. When we know that we have to answer to our truthseeking friends if we go back on those pre-made decisions, we are more likely to stick to those decisions when the high stakes moment comes. The better we get at time travel, the further into the future we can reliably plan. Now that we are in the future, it's time to look back on our present situation.

Duke recommends two tools for looking back from the future, "backcasting" and "premortems". The two terms are complementary, one looking back from a positive future, the other from a negative one. The goals of both are the same, to do our best to reconstruct how we got from now to then. We are forced to ask ourselves which decisions we made, which obstacles we overcame, or which obstacles tripped us up. The "past" spreads out behind us, full of so many options and opportunities. Once the hypothetical past becomes an actual past, we are likely to quickly forget all of the options and opportunities that were once so clear to us. This leads us right back into the trap of resulting from chapter one. I look at backcasting and premortems as tools that I should add to my decision-making toolbox as quickly as possible.

In order to be a better decision-maker, I need to first learn to separate my decisions from my ego and all its dangers. Next, I need learn to look at decisions in terms of probabilities instead of dichotomies. Then I need to learn to seek truth and seek others to join me in that search. Once I have begun this search, I can start using my time machine to continue to expand my decision-making skills by looking back from my hypothetical futures. Annie Duke has laid out a thorough and achievable plan for getting better at making decisions and I can't wait to get started.

Tuesday, January 1, 2019

Brown, Roediger, and McDaniel's Make It Stick - A Short Review

I started listening to the audiobook version of Make It Stick this summer and finished by reading the last couple of chapters in the physical book over winter break. I started with the audiobook since I was on a road trip and had plenty of time to listen but I chose to finish with the print version so that I could review the extensive end notes and recommendations as well as look back over the earlier chapters that I had only listened to. The content of this book definitely makes it worthwhile to own the print version.

The first chapter lays out why this book is necessary right in the title, "Learning is Misunderstood". There is much that we do in education, in coaching, and in self-improvement that is contrary to what scientific research has shown us is best for learning. The authors make it clear that one of the biggest obstacles we face to getting better at learning is what we already think we know, both about a subject as well as about learning itself. They sum this up with the phrase "the illusion of knowledge". It is important that we recognize that illusion as best we can as often as we can and the rest of the book is full information for doing exactly that.

The main concepts of the book are:
  1. Retrieval - The essence of learning lies in recalling and applying knowledge properly. Research suggests that getting good at that means that we should practice retrieving knowledge frequently. This means regular testing, or "effortful retrieval", of what we have learned to check that we can retrieve necessary knowledge. This testing should be delayed after any initial test to make the retrieval more effortful. For coaches, this means creating structured training and competitive situations that give our athletes opportunities to execute skills that we have been working on, both recently as well as in the past.
  2. Spacing/Interleaving/Varying - If we think that retrieval is all there is to learning, then rote memorization and cramming would be adequate learning methods but we have plenty of evidence to contradict that notion. We make learning better when we space out our learning over time, interleave work on different subjects together, and vary the settings in which we apply the desired knowledge. Spacing out tasks prevents us from making the tasks repetitive, which leads to decreased learning. Interleaving tasks is an efficient way of spacing, since we can fill time between similar tasks with other, unrelated tasks. Varying tasks is another way of preventing the brain from slipping into repetition. For coaches, this means moving away from blocked training ("massed practice") as soon as possible so that athletes are not allowed to become mindless while just racking up repetitions. It means not just moving from one skill drill to another but creating drills and games that require use of multiple interleaved skills. We should embrace the opportunities to regularly create unique practice plans.
  3. Generation - Continuing to separate ourselves from memorization means generating answers rather than recalling them. That means "trusting that trying to solve a puzzle serves us better than being spoon-fed the solution, even if we fall short in our first attempts at an answer." For coaches, this means not just letting our athletes fail but putting them in situations where the outcome isn't certain. It's an invitation to get out over our skis a little. We are more likely to learn the same lessons but to learn them much better.
  4. Metacognition - There is great value in thinking about how we think as well as what we think. Metacognition gives us opportunities to reflect on our mental models and get feedback on our blind spots and our biases. Metacognition helps us move out of Kahneman's system 1 thinking and into system 2 (more about that here), which increases learning. For coaches, this means engaging our athletes by asking them questions. Asking them questions helps them reflect on their thoughts, decisions, actions, and outcomes. When they are given these opportunities, they can learn far better than when answers and instructions are constantly given to them.
  5. Structure-Building -To make ourselves better learners, we must move beyond fixed ideas of learning "styles" and build our own structures that incorporate both what we are comfortable with as well as what makes us uncomfortable. We must search for the rules that underlie the structures we wish to build. We are building ways to solve problems we have yet to see. For coaches, this means creating settings where athletes can explore and get feedback first from the environment, then from themselves, and only then from us. We should see here that structure-building is an activity that is built on the previous concepts. We prepare our athletes for structure-building by helping them learn and utilize the above concepts first.
 The last chapter of the book serves as a summation as well as a suggestion of how to go about "making it stick". While some of the headings there differ from what I have listed above, these were the lessons that I learned most strongly from reading/listening to this book. One of the sections of chapter provides some "tips for teachers" that I think are worthwhile reminders for us. They are:
  • Explain to students how learning works - We owe it to our athletes to help them understand that learning is often ugly, uncomfortable, and nonlinear.
  • Teach students how to study - To help them get the best out of themselves, we must teach athletes not just the game but how to approach learning the game.
  • Create desirable difficulties in the classroom - As I mentioned in #3 above, failure should be built into what we do and the key is to make the level of difficulty manageable.
  • Be transparent - We shouldn't make things hard just because and we should talk to our athletes about why and how we create desirable difficulty in our practices.
There are many important ideas spread throughout this book. I strongly recommend reading this for yourself and keeping the book handy. I expect to find myself referring back to it as I do my own work to "make it stick".

Thursday, December 20, 2018

2018 AVCA Convention Thoughts

I was fortunate enough to present at this year's AVCA convention but I did more than that during my weekend in Minneapolis. I attended several other presentations, watched three high-level volleyball matches, and had some great one-on-one conversations with colleagues and friends. All in all, it was a time for sharing, learning, and inspiration that deserves a recap.

Here are my thoughts on the presentations I attended:
Numbers vs. Feelings - Eduardo Fiallos
More about my presentation here

What the Eye Should Look for When Watching Video - Luka Slabe (USA Volleyball), JJ Van Niel (USC), Giuseppe Vinci (Volley Metrics/Hudl), and Gary White (Wisconsin)
The format of this presentation was different than any other I'd seen. Giuseppe moderated by providing a few different video clips for the other panelists to comment on. The panelists waited outside the auditorium and Giuseppe had them enter one at a time so that each opinion could be independent of the others. The goal was to allow the attendees to learn what these top-level coaches saw when presented with video clips. Much of what they saw was filtered through the lens of their systems, which is to be expected. The challenge of that, which was mentioned, was that the coaches didn't know if what they noticed was what had been trained. I think that recognizing this is important when we evaluate athletes, especially when they do things that we don't understand or care for. We often don't know what reasons they may have for performing as they do so acknowledging that fact can help us ask better questions about what we are observing.

AVCA All-America/Players of the Year Banquet
I attended the banquet to support Colorado's All-American senior, Naghede Abu. She came to our table to chat both prior to and after the award presentations. I was struck by how she thankfully looked back on her career while also looking forward to her life after collegiate athletics. As an excellent student, there was never a question that she would move on to a career as a professional in her field (accounting) and I felt that she was reflecting on her time appreciatively without regret and looking forward with confidence and anticipation. I am hopeful that our student-athletes, no matter the level, are able to show such grace and equanimity as they reach their own crossroads. I am reminded of the coach's response to the question, "what do you think of your team?" which was "I'll let you know in twenty years." I hope that Naghede and others will reap the rewards of their current work in the future.

Blocked to Random: Creating the Appropriate Challenge Point for Your Athletes in Practice - Chris McGown (Gold Medal Squared)
Gold Medal Squared is well known for their views on how to coach and play volleyball, with many of their tenets being derived from motor learning research. I walked into this presentation expecting Chris to take the position that "the game teaches the game" should be strictly interpreted, meaning that practices should be as random as possible as much as possible. I expected him to paint blocked training in a stereotypical way that would allow for a straw man argument to be used to support the use of random training. Chris proved me to be mostly incorrect in my assumptions. While the video clips he showed of blocked training showed some stereotypical "bad" drill structure, he didn't use them to make a case against all blocked training. While he did cite research showing that random training is better for retention, he showed that there is a model in which coaches can progress from blocked to random. He made a case for taking advantage of the early benefits of blocked training before gradually transitioning to more random settings to encourage the long-term learning benefits of those settings. I greatly appreciated that Chris thought in non-dualistic ways, showing that there is value in well-crafted learning environments all along the blocked-to-random spectrum. If we think deeply about how to get the most out of our training as well as our athletes, we would do well to consider a variety of settings.

How to Overcome Fear and Spend More Time in the Jungle - Trevor Ragan (Train Ugly)
Having seen some of Trevor's material in the past, I was anticipating this seminar for some time. Trevor is a masterful presenter and he did not disappoint the large crowd that attended. Trevor skillfully wove science and storytelling to help us see how fear helps and hurts us every day. He gave us ways to recognize fear and learn to work with that fear. I find Trevor's style to be engaging and motivating. I highly recommend checking out his web site to see for yourself.

Serve Receive by the Numbers: Is Passer Rating a Valuable Measurement? - Dan Matthews and Tomás Goldsmith (Cardinal Stritch University)
This seminar brought out the nerd in me. Matthews and Goldsmith, through their study of the correlation of passing averages to sideout efficiency and winning, gave me a lot to think about in terms of both evaluating serve receive as well as statistical analysis in general. The pair pointed out that the scale on which we traditionally evaluate serve receive is arbitrary and I, like many others, wonder how we could measure it more objectively. The difficulty comes about because reception is a non-terminal skill except when it isn't. There isn't a clean way to tie it to winning because the goal of the skill isn't to end the rally, only to facilitate that end at a future point. We really want there to be a simple answer but there isn't. So we go searching for connections that can't be as powerful as we want them to be. Given that there isn't a simple answer, then I feel that we must go digging into the more complex. The seminar helped me think about applying concepts of statistical significance to the information that we gather so that we can make decisions knowing what small differences in performance metrics are really telling us. Though the answer may be that those differences don't actually matter, even knowing that is good because it better defines what we don't know. I become a better decision-maker as I strip away my misplaced confidence.

This Isn’t Identity Politics: How Identity Affects Athletes - Jen Fry (Duke)
As with Trevor Ragan above, I never miss a chance to attend Jen's seminars, round tables, panels, etc. I enjoyed that she asked audience members to interact with each other to share experiences and I certainly gained much from Jen as well as from my conversations with others in attendance.The most important point to me was that all we think and do is a product of the lenses and frames through which we see the world. As a result, everything we say and do is a result of that identity. If I am to be a responsible human being then I should evaluate that identity and how it interplays with the identities of others. Part of that is owning the impact of my words and actions. I think that it is crucial that we avoid making our intentions more important than the impacts they have. The first book that Jen listed on her recommendations is White Fragility by Robin DiAngelo. I just finished listening to the audiobook version and I hear many threads from Jen's presentation. Both Jen and the book are impactful and I look forward to more opportunities to hear Jen speak. Please visit Jen's web site and follow her on social media.

Tuesday, December 18, 2018

Numbers vs. Feelings - Talking to Your Players About Stats

I presented at the 2018 American Volleyball Coaches Association convention on December 13, 2018. Thanks to all who attended and to my friends that gave me valuable feedback as I prepared.

Here's how I summarized it for the convention program:
Our sport, especially at the higher levels, is becoming more reliant on statistics to drive decisions. The athletes we work with may have no exposure to performance measures and the exposure they do have may not he similar to how you use them in your program. Given the importance of stats in what we do, it is important for us to learn to communicate effectively with our athletes about numbers.

Here's my video from the seminar:

Here is the audio track. This version allows you to hear the audience member responses as well as my voice much more clearly.
 

Here are my slides:
PDF Version
Power Point Version

Here are some references:
Thanks for the Feedback: The Science and Art of Receiving Feedback Well by Douglas Stone and Sheila Heen provides not only the quotation but also the "three conversations" concept
The Pete Carroll quotation comes from Michael Gervais' podcast, "Finding Mastery"
"Forward Never Straight" from wedu.team
The Jennifer Garvey Berger quotation comes from an interview on "The Knowledge Project" podcast
When discussing that learning isn't linear, I mention Trevor Ragan and his web site, Train Ugly
Special thanks to my friend and colleague Adam Ringler who listened to the presentation more than once and provided outstanding feedback. 

Sunday, November 25, 2018

Charles Duhigg's Smarter Faster Better - A Short Review

I listened to a podcast interviewing Charles Duhigg two years ago and in the course of his interview he introduced the concept of disfluency. The idea struck me strongly enough that I listened to the interview at least twice and scribbled down my impressions on the dry erase board in my office. I finally read the book which contains the thoughts that Duhigg discussed in the podcast. The book, Smarter, Faster, Better, contains eight chapters and each chapter has a theme on how to make ourselves and smarter, faster, and better at what we do. I'll list the eight chapter subjects but there are few concepts that I found most impactful for me.
  1. Motivation
  2. Teams
  3. Focus
  4. Goal Setting
  5. Managing Others
  6. Decision Making
  7. Innovation
  8. Absorbing Data
If you see a topic in the list that interests you, then I recommend reading the book so you can see what Duhigg's well-researched and engaging writing has to offer. Chances are that he'll give you new insight into relevant research and summarize it well. To boot, there is an extensive appendix that was inspired by Duhigg's efforts to implement in his own life what he learned while researching the book.

Since I coach a team sport, chapter two on teams caught my attention but it helps to remember that a coaching staff is a team too. Families can be teams, along with the many examples of teams in traditional workplaces. Duhigg spends a lot of ink talking about the value of psychological safety in teams. He begins this section by telling the story of Saturday Night Live. This example shows us that teammates don't have to be friends for psychological safety to emerge but they do "need to be socially sensitive and ensure everyone feels heard." As the leader of the team, Lorne Michaels said that modeling norms was his most important job. "Everyone who comes through this show is different, and I have to show each of them that I'm treating them different, and show everyone else I'm treating them different, if we want to draw the unique brilliance out of everyone." I think of athletes that express concern that I have "favorites" and the common response to that is either that I don't have favorites or (perhaps when talking to other coaches) that if I have favorites, then they are the ones that do the things that I like the best (have the best work ethic, hustle, talk, etc.). Duhigg shows us that psychological safety frees up team members to be their best not my perception of the best. As the leader of the team, I should be more interested not in getting them to be more like what I want but in integrating what they do best into the team in a way that it makes the team better. Integrating the best selves of our team members together is where I make my mark. The story closes with this from Michaels:
That's my job: To protect people's distinct voices, but also to get them to work together. I want to preserve whatever made each person special before they came to the show, but also help everyone be sensitive enough to make the rough edges fit.
 Duhigg goes on to explain some common pitfalls to creating psychological safety. Behaviors like cutting off debate in an effort to make decisions more rapidly may get us outcomes more quickly and be more efficient. Duhigg reminds us that the tradeoff is a lack of psychological safety because team members don't feel equally heard and valued so the cost of such behaviors is diminished productivity over time. He then posits that if motivation comes from giving individuals a greater sense of control (see Deci and Ryan's Self-Determination Theory and Daniel Pink's Drive), then sometimes we have to give control to others. Teams are collections of people "willingly giving a measure of control to their teammates." And then this crucial caveat:
But that works only when people feel like they can trust one another. It only succeeds when we feel psychologically safe.
 Our teams can be more productive and successful when we cede some control and nurture the voices and best selves of each member. We don't have to get along as long as we can be respectful and sharing.

I have one brief comment about chapter six on decision making. I'm just going to leave it brief because I want to revisit this topic more in depth after reading Annie Dukes' book, Thinking in Bets. In this chapter Annie talks about how she works through decisions at the poker table.
To be elite, you have to start thinking about bets as ways of asking other players questions. Are you willing to fold right now? Do you want to raise? How far can I push before you start acting impulsively? And when you get an answer, that allows you to predict the future a little bit more accurately than the other guy. Poker is about using your chips to gather information faster than everyone else.
 How do we make decisions in competitive situations? What information are we gathering by committing to those decisions? Are we doing more in decision making than just trying to win?

Chapter eight on absorbing data contains the idea that intrigued me the most, that of disfluency. The idea sits in contrast to fluency. When we are fluent, we speak or act without needing to think. I think of this as mainly Kahneman's type 1 thinking (from Thinking Fast and Slow). We don't need to engage our conscious brains much to deal with situations, we move through them smoothly with minimal mental exertion. Duhigg argues that there is value in creating disfluency, or a state that forces us to engage with the data we want to absorb (Kahneman's type 2 thinking). "There is a difference between finding an answer and understanding what it means." If we don't have to engage with the answer, then we may have it but we fail to understand its value or its application in other places. This happens because there is a difference between knowing an answer and understanding that answer. Our schooling tends to reinforce only knowing answers and generally puts less of a premium on understanding them. Duhigg gives a fairly simple method: "When we encounter new information and want to learn from it, we should force ourselves to do something with the data." I don't think that this means that we should make data harder to obtain or more cryptic in its presentation. I think that it means that we present data and then talk about it or apply it to a live situation in practice. "Whether we use the engineering design process or test an idea at work or simply talk through a concept with a friend, by making information more disfluent, we paradoxically make it easier to understand." The data represents the beginning of a discussion rather than the end of one. I want to use data as a means to an end, like improvement in skill execution, rather than an end in itself, like deciding that one player is better than another. Looking at data, numbers or otherwise, isn't enough. Knowing the data doesn't absolve us from thought, it should make motivate us to reach deeper levels of thought and understanding.

My dry erase board in 2016. It patiently waited until 2018 for me to give it the attention it deserved.

Monday, September 3, 2018

Alison Gopnik's The Gardener and the Carpenter - A Short Review


I recently finished reading Alison Gopnik's The Gardener and the Carpenter after hearing an interview with her on the Hidden Brain podcast. While the book had its weaker parts and forays into the weeds of evolution and child development, the central premise is certainly important for any of us who are raising or teaching children.

The title of the book sets up the dichotomy of "parenting" versus being a parent. Gopnik sets up the central premise by briefly exploring the usage of "parent" as a verb rather than a noun. "To parent", Gopnik writes, makes about as much sense as "to child" or "to wife". Someone is a parent rather than a job that a parent does. In Gopnik's eyes, using "parent" as a verb means treating it more as a job. She further fleshes out this idea by giving us the contrasting work of a gardener and a carpenter. A carpenter's work follows a plan and has a measurable outcome. A carpenter is striving to create, say, a chair so the end product should be a functional chair that resembles the plans the carpenter followed. This method, according to Gopnik, is what "parenting" looks like. We choose a plan for a child and work towards the fulfillment of that plan. We will do everything we can to follow that plan, which we think of as doing everything for the sake of giving the child "every opportunity to be successful" or some equivalent statement. We may not recognize the subtle shift from doing everything for the child to doing everything for the plan. We and others will ultimately determine our parenting success by measuring the difference between the plan and the grown child. Gopnik contrasts this with the work of the gardener. The gardener admits that he or she exerts far less control over the garden in his or her care. We can plant, water, and fertilize to the best of our abilities but the plants are subject to factors outside of our control. And even within what we can control, the plants still have their own say. The flowers do not grow on the trellis we set up for them. The strawberries are not as large as we had hoped. But the good gardener accepts that this is how gardening goes and keeps tending the garden and seeing what happens next. So as parents, we must have patience not just with our children but with ourselves as we recognize that we do not have the control that we imagine. The goal is not a final product but growth.

Gopnik spends time describing research in child development and anthropology that demonstrate how children's brains work best and how other animals and societies have raised their young in ways that optimize that mental development. The examples can seem anecdotal or esoteric at times but they serve the goal of reinforcing that "parenting" is less optimal than "being a parent" as described above.

The most salient message in the body of the book is that play is about exploration rather than exploitation. Exploration is about creating possibilities and may not have an end goal in mind. Play gives children opportunities to figure out the world around them and how they can affect that world. Exploitation is generally goal-oriented and is intended to use what we already know in order to advance in some way. Gopnik is telling us that there are times for each and that as parents and caregivers, we should choose judiciously between the two for those in our care. We recognize that play has long been formalized for adults, primarily in the form of competition. Our play involves winners, losers, and indicators of performance and progress. Gopnik points out that we are now formalizing the play of our children to greater and greater extents. This is not indicated just in the prevalence of competitive youth sport but in other facets of life where we give children toys for "edutainment" or the like. Everything our children do has to have a goal of advancing them in some way. Gopnik reminds us that no it doesn't. Play is about growing rather than goal attainment. The pruning of possibilities comes after the realization that there are many possibilities and the expansion of those possibilities. This isn't an indictment of youth sport but a reminder that not all play should be sport. We fail to recognize that our adult goal-oriented mentality, in many settings, actually hinders learning in children.

I enjoyed this book for separate reasons. The meticulous explanations of scholarly work, complete with extensive notes and bibliography, attracted the scientist in me that wants to know the science and history behind learning and child development. The larger themes of what it means to learn, to play, and to be a parent were attractive to me for different but perhaps more satisfactory reasons. If only one of these areas is interesting to you then the book may be less enjoyable but still worthwhile in my opinion. To get the most out of it, it helps to be both a scholar and a parent, like Gopnik is but don't let that stop you from reading it, as it is well written and enjoyable for any caregiver or invested person.

Monday, July 23, 2018

Maps and Paths presentation

I had the privilege of working with some high school coaches and teams again this summer at the University of Colorado team camp. One opportunity I was given during the camp was to give a presentation to the coaches in attendance. That presentation contains a few elements from previous posts and several elements that I will be revisiting in greater detail or in different ways at the AVCA convention this December. I have included a link to the PDF of that presentation here. Please contact me with questions or comments. Thanks to CU Head Coach Jesse Mahoney and the high school coaches for the chance to share.

Annie Duke's Thinking In Bets - A Short Review

To say that the best of this book comes at the end is to imply that the rest isn't nearly as good. That would be wildly off base. I st...