Seth Godin's Poke The Box

Why do some people succeed far more than others? This paper will consist of telling how Seth Godin an author of the book Poke the Box describing how he is an outlier like Malcolm Gladwell, an author of Outliers wrote in 2008. There are many definitions for the word outlier the meaning Gladwell refers to is someone who stands apart from others of his or her group, as by differing behavior, beliefs, or religious practices. Seth Godin the author of 18 books that have been bestsellers around the world and have been translated into more than 35 languages. He writes about the post-industrial revolution, the way ideas spread, marketing, quitting, leadership and most of all, changing everything. In this research it includes discussing the points of

Gladwell then launches into a discussion about the existence and nature of “innate talent”—the aptitude, intelligence, and capability we are essentially born with. Gladwell concedes that innate talent exists, and that Joy probably had buckets of it. But, he argues, innate talent will never become expertise without practice—lots of practice. He refers to studies that examined the practicing habits of expert and amateur musicians and chess players. These studies found that no expert rose to the top without practice, and no amateur failed in spite of many hours of practice. The more capable individuals were always the individuals who practiced the most. The two authors inform similar topics about the way performance is shown. To become an expert, you need parents who support you and encourage you, and enough money so that you don’t have to work for a living in your spare time. Only extraordinary opportunity gives a person the ability to become an

Google finds you the right answer, apparently, after a two- word search of 12 billion pages. A blogger outlines exactly what to do in three paragraphs. A book gives you the thirteen steps to achieve your dreams. The company policy manual has an answer for your situation, and it only takes a few vice presidents to make it clear. It’s enough to persuade you that all the answers are here, and that all we need from you is compliance. There are two forces arguing for accepting the presented answers. The first force is the industrial age, which pushes us to make immediate choices at work because there’s just no time for indecision when there are machines just waiting and markets just waiting and people on the line just waiting. The second force is the digital age, because computers like matches and decision trees and on or off. They don’t like maybe. Initiative and starting are about neither of these. They are about “let’s see” and “try.” If there’s no clear right answer, perhaps the thing you ought to do is something new. Something new is often the right path when the world is