In "The End of Average," Todd Rose challenges our society's obsession with averages and standardized metrics for evaluating human beings. The book argues that the concept of an "average person" is fundamentally flawed and that our reliance on averages in education, business, and other areas of life is holding us back from recognizing and nurturing individual potential.
Rose begins by explaining how the idea of using averages to measure human traits came about in the 19th century, and how it has since become deeply ingrained in our institutions and thinking. He then systematically dismantles the notion that averages are useful for understanding individuals, using compelling examples and research to show why this approach fails.
The book goes on to explore how our fixation on averages impacts various aspects of society, from education and employment to product design and personal development. Rose argues that by moving beyond averages and embracing individuality, we can create more effective systems and unlock human potential in ways we never thought possible.
The Origins of Averagarianism
Rose traces the origins of our obsession with averages back to the 19th century astronomer Adolphe Quetelet. Quetelet had successfully used averages to measure and predict the movements of celestial bodies. Excited by this success, he decided to apply the same principle to human beings, measuring thousands of people both physically and psychologically to create the concept of the "Average Man."
This idea quickly caught on and spread to various fields, including education, psychology, and social sciences. People began to believe that the average represented an ideal or perfect standard that everyone should strive to meet. This gave rise to what Rose calls "averagarianism" - the belief that we can understand individuals by comparing them to an average.
However, Rose points out a crucial flaw in this thinking: while averages may work well for astronomical measurements, they are not suitable for describing complex human characteristics. He uses the example of the "average American family" having 2.5 children to illustrate how averages often describe a reality that doesn't actually exist for anyone.
The Myth of the Average Body
To further illustrate the problem with averages, Rose delves into the realm of human anatomy. He recounts a fascinating story from 1945, when a newspaper held a contest to find a woman whose measurements most closely matched those of a statue called "Norma." The statue was created based on the average proportions of 15,000 women and was thought to represent the ideal female figure.
Surprisingly, out of 3,000 contestants, no one came close to matching all nine of the statue's measurements. The winner only matched five out of nine. This contest vividly demonstrated that there is no such thing as an "average" body type - human anatomy is simply too varied and complex to be reduced to a single set of measurements.
Rose explains that our bodies have many different dimensions that are largely unrelated to each other. Knowing someone's weight, for example, tells you nothing about their height. This complexity means that using averages to describe or design for human bodies is fundamentally misguided.
The Air Force Cockpit Problem
One of the most compelling examples in the book is the story of how the US Air Force discovered the futility of designing for the average person. In the 1950s, the Air Force measured 140 dimensions of over 4,000 pilots and used the averages to design a standard cockpit. They assumed this would create a cockpit that would fit most pilots comfortably.
To their surprise, they found that not a single pilot fit the dimensions of the cockpit. When they looked at just three dimensions - neck, thighs, and wrists - only 3.5 percent of pilots matched the average for all three. By using 140 dimensions, they had essentially guaranteed that their cockpit would fit no one perfectly.
This discovery led to a revolution in design thinking. Instead of creating products for an "average" user, designers began to focus on creating adjustable and customizable products that could accommodate a wide range of individual differences. This shift has had far-reaching implications, from the design of car seats to the creation of ergonomic office furniture.
The Fallacy of Fixed Character Traits
Rose then turns his attention to the realm of psychology and personality, challenging the common belief that people have fixed character traits that determine their behavior across all situations. He argues that this belief, like the idea of the average person, is a misleading oversimplification of human nature.
Research has shown that people's behavior can vary dramatically depending on the context. Someone who is outgoing and confident at work might be shy and reserved in social situations. A person who is punctual for business meetings might always be late for social engagements. These variations make it impossible to accurately describe someone's personality using a single set of traits or averages.
This understanding has important implications for how we think about human behavior and potential. Instead of trying to categorize people based on fixed traits, Rose argues that we should recognize the fluidity of human behavior and create environments that allow individuals to express their full range of capabilities.
The Myth of Learning Styles
Another area where averages and fixed categories fail us is in education. Rose challenges the popular notion of "learning styles" - the idea that some people are visual learners, others are auditory learners, and so on. He argues that this concept, while intuitively appealing, is not supported by scientific evidence.
Instead, research shows that effective learning depends more on the specific content being taught and the individual's prior knowledge than on any fixed learning style. Moreover, the most effective learners are those who can adapt their approach based on the task at hand, rather than relying on a single preferred method.
Rose also debunks the myth that there is an "average" path of learning and development that all children should follow. He cites research showing that children can reach the same developmental milestones through many different paths. For example, some children learn to read by first recognizing whole words, while others start with individual letters and sounds. Both approaches can lead to successful reading skills.
The Problem with Standardized Education
Building on these insights, Rose critiques the standardized approach to education that dominates many school systems. He argues that by trying to teach all students the same content in the same way and at the same pace, we are failing to recognize and nurture individual talents and interests.
Instead of this one-size-fits-all approach, Rose advocates for a more personalized education system that allows students to learn at their own pace and pursue their own interests. He envisions a future where technology could help create individualized learning paths for each student, adapting to their strengths, weaknesses, and interests in real-time.
This approach, Rose argues, would not only lead to better academic outcomes but would also help students develop a love of learning and discover their unique talents and passions. It would prepare them for a world that increasingly values creativity, adaptability, and specialized skills over conformity to a standardized ideal.
Rethinking Talent in the Workplace
The problems with averages and standardization extend beyond education into the workplace. Rose challenges traditional hiring practices that rely heavily on résumés, standardized test scores, and degrees from prestigious universities. He argues that these methods often fail to identify the best candidates for a job and can lead to a homogeneous workforce that lacks diversity of thought and skills.
Rose shares examples of companies that have moved away from these traditional hiring methods with great success. For instance, he describes how the media company IGN implemented a "no-résumé" rule for applications and instead used unique methods to assess candidates' skills and passions. This included paying applicants to work for them on a six-week trial period, allowing the company to directly observe their abilities and fit with the company culture.
Another example is Zoho Corporation, a tech company in India that started its own university to train potential employees. This allowed them to identify and nurture talent from impoverished areas, creating a diverse and skilled workforce tailored to their specific needs.
These innovative approaches to hiring and talent development recognize that individuals have unique combinations of skills and experiences that can't be captured by standardized metrics or averages. By looking beyond traditional credentials, companies can tap into a wider pool of talent and create more diverse and dynamic teams.
The Power of Context in Performance
Rose emphasizes the importance of context in human performance and behavior. He argues that instead of trying to identify and hire people with fixed traits like "leadership" or "creativity," organizations should focus on creating environments that bring out the best in each individual.
He cites research showing that people's behavior and performance can vary dramatically depending on the situation. For example, someone who appears to lack leadership skills in one context might excel as a leader in a different environment. By recognizing this variability, organizations can create more flexible structures that allow individuals to contribute in ways that best match their unique strengths.
This approach also has implications for how we think about personal development. Instead of trying to change our fundamental personality traits, Rose suggests that we should focus on identifying the contexts in which we perform best and seek out or create those environments in our personal and professional lives.
The Jaggedness Principle
One of the key concepts Rose introduces is what he calls the "jaggedness principle." This principle states that human traits and abilities are not smoothly distributed along a single dimension, but are instead "jagged" - varying independently across multiple dimensions.
For example, intelligence is not a single, uniform quality that can be measured by a single number like an IQ score. Instead, it consists of multiple independent abilities - such as verbal comprehension, spatial reasoning, memory, and processing speed - that can vary widely within an individual.
This jaggedness means that trying to rank people on a single scale (like an IQ test or a school grading system) inevitably loses important information about individual strengths and weaknesses. It also means that the concept of being "above average" or "below average" is often meaningless, as most people will be above average in some areas and below average in others.
Understanding the jaggedness principle can help us move away from oversimplified rankings and towards a more nuanced appreciation of individual differences. It suggests that instead of trying to be "well-rounded" by improving our weaknesses, we might be better off focusing on developing our unique strengths.
The Pathways Principle
Another important concept Rose introduces is the "pathways principle." This principle states that there are many different ways to reach the same outcome, and that the best path depends on the individual.
In education, this means recognizing that students can learn the same material through different methods and at different paces. In career development, it means understanding that there are multiple paths to success in any field, not just a single "ideal" career trajectory.
Rose argues that our current systems often fail to recognize these multiple pathways, instead trying to force everyone down a single, standardized path. This not only fails to accommodate individual differences but also stifles creativity and innovation.
By embracing the pathways principle, we can create more flexible systems that allow individuals to find their own unique way to success. This could involve more personalized education plans, more diverse career development opportunities, and a greater appreciation for non-traditional paths to achievement.
The Context Principle
The final key principle Rose introduces is the "context principle." This principle states that traits are not fixed, but vary depending on the context. In other words, how we behave and perform depends not just on who we are, but on the specific situation we're in.
This principle challenges the idea that we can meaningfully describe people using fixed traits or personality types. Instead, it suggests that we need to understand how individuals interact with their environment to truly understand their capabilities and potential.
The context principle has important implications for how we design workplaces, educational environments, and even products. Instead of trying to find the "right person" for a job or the "right student" for a program, we should focus on creating contexts that bring out the best in each individual.
This might involve creating more flexible work environments that allow people to adapt their roles to their strengths, or designing educational programs that can adapt to each student's learning style and pace.
Moving Beyond Averages in Product Design
Rose explores how the principles of individuality can be applied to product design. He argues that designing for the "average user" often results in products that don't work well for anyone. Instead, he advocates for designs that can adapt to individual differences.
He cites examples like adjustable car seats and customizable smartphone interfaces as steps in the right direction. However, he envisions a future where products could be even more personalized, perhaps using artificial intelligence to adapt to each user's unique needs and preferences in real-time.
This approach to design doesn't just make products more user-friendly - it can also be a matter of life and death. Rose recounts how the US military's move away from average-based design in aircraft cockpits has allowed a more diverse range of pilots to fly effectively, including shorter individuals who would have been excluded under the old system.
Reimagining Education
Rose dedicates significant attention to how we can redesign our education system to move beyond averages and embrace individuality. He envisions a future where technology enables truly personalized learning, with each student following a unique path tailored to their interests, strengths, and learning pace.
In this system, students wouldn't be grouped by age or grade level, but would progress through material as they master it. They would have the flexibility to dive deep into subjects that interest them, while ensuring they also develop essential skills and knowledge.
Rose also suggests a shift away from traditional degrees towards more specific credentials that certify mastery of particular skills or knowledge areas. This would allow individuals to create unique combinations of credentials that better reflect their individual capabilities and interests.
Transforming the Workplace
In the realm of work, Rose advocates for a major shift in how we think about talent and performance. Instead of trying to hire people who fit a predetermined mold, companies should focus on creating flexible environments that allow individuals to contribute in their own unique ways.
This might involve more fluid job descriptions, project-based work structures, and opportunities for employees to craft their roles around their strengths. It also requires a shift in how we evaluate performance, moving away from standardized metrics towards more nuanced assessments that take into account individual contributions and growth.
Rose also suggests that companies should rethink their hiring practices, looking beyond traditional credentials to identify unique talents and potentials. This could involve more hands-on assessments, trial periods, or even creating their own training programs to develop the specific skills they need.
Personal Development in the Post-Average Era
For individuals, embracing the end of average means rethinking how we approach personal development. Instead of trying to conform to some ideal of the "well-rounded" person or striving to be "above average" in everything, we should focus on developing our unique strengths and finding contexts where we can thrive.
This might involve seeking out environments that match our individual working styles, pursuing unconventional career paths that align with our unique combination of skills and interests, or focusing our learning efforts on areas where we have natural aptitude or passion.
Rose also encourages us to be more forgiving of our weaknesses, understanding that everyone has areas where they excel and areas where they struggle. Instead of trying to eliminate these weaknesses, we might be better off finding ways to work around them or collaborate with others who have complementary strengths.
Conclusion: Embracing Individuality
In concluding "The End of Average," Rose makes a passionate plea for embracing human individuality in all aspects of life. He argues that moving beyond averages isn't just about creating more effective systems or unlocking individual potential - it's about recognizing and celebrating the diversity that makes us human.
By rejecting the myth of the average person and embracing the principles of jaggedness, pathways, and context, we can create a world that is more just, more innovative, and more fulfilling for everyone. This shift requires us to rethink many of our fundamental assumptions about education, work, and human potential, but the rewards, Rose argues, are well worth the effort.
The end of average doesn't mean ignoring data or rejecting the idea of standards altogether. Instead, it means using data in smarter ways to understand and nurture individual differences. It means creating flexible systems that can adapt to individual needs rather than forcing individuals to conform to rigid, one-size-fits-all models.
As we move into an era of increasing automation and artificial intelligence, Rose argues that embracing human individuality becomes even more crucial. Our unique combinations of skills, experiences, and perspectives are what set us apart from machines and what will drive innovation and progress in the future.
Ultimately, "The End of Average" is a call to action - for educators, employers, designers, and individuals - to reject the tyranny of averages and embrace the rich diversity of human potential. By doing so, Rose believes we can create a world that is not just more effective and productive, but also more equitable, creative, and fundamentally human.