CHAPTER XII
MAKING EXPERIENCE AN ASSET: JUDGMENT
FORMATION Increasing Human Efficiency in Business: A Contribution to the Psychology of Business | ||
Expert judgments
Just as appropriate concrete experiences determine the nature and the range of practical judgments, and as the formation of generalizations, abstractions, and principles determine the possibilities of reflective judgments, so the actual formation of the practical and reflective judgments determine the nature and the range of the intuitive or expert judgments.
Some years ago I had a need for an attorney to perform for me a petty service. Just at that critical moment I met a friend who was a lawyer. I employed him forthwith. At a later time I needed a lawyer again, recalled my
This morning I was asked to find a cook and man of general utility for an outing camp. I had no preformed practical judgment which I could apply to the case and did not even possess a remembrance of any experience upon which I might base a practical experience. In such a case therefore I am not only not an expert but I do not possess the necessary preliminary experiences for developing such ability.
During the last decade I have given much thought to this question: Does the efficiency of one's thinking depend at all upon the clearness and distinctness of the mental image used
A man is expert only in those fields in which he has developed the appropriate habits, the necessary, practical, and reflective judgments, and has had some practice in applying these judgments.
We find that four classes of experiences are valuable, i.e. such experiences as result in the
CHAPTER XII
MAKING EXPERIENCE AN ASSET: JUDGMENT
FORMATION Increasing Human Efficiency in Business: A Contribution to the Psychology of Business | ||