True philosophers who are burning with love for truth and learning never see themselves . . . as wise men, brim-full of knowledge . . . For most of them would admit that even the very greatest number of things of which we know is only equal to, the very smallest fraction of things of which we are ignorant. Nor are these philosophers so addicted to any kind of tradition or doctrine that they suffer themselves to become their slaves, and thus lose their liberty.
Alas, I draw the reader’s attention to the objective truth that, in respect of the philosophy of Karl Popper, as humans our room for error, and implicit fallibility, is infinite. For this reason, the notion of striving for success is, by association, infinitely enhanced by identifying and correcting errors; as opposed to engaging in, what is actually a fallacy and unattainable, the quest for perfection.
This extends beyond any abstract theory, directly to the practical; in so far as it is commonplace for organizational leadership to speak of the quest for success in terms of optimizing or maximizing some aspect of performance, void of the difference making objective truth that the way to do is by finding and correcting errors. It is in the quest for the identification and correction of errors that exists the identification of soluble problems, and, as physicist David Deutsch states, all problems are soluble…given the proper knowledge. Little by little, then, as errors/problems are detected and solved, “performance” improves. Note, not by directly attempting to improve performance, per se, but by finding and correcting errors.
What follows, then, is the compulsory, and ongoing, pursuit of knowledge creation, only possible through criticism and conjecture, and not experience, that is fundamental for identifying and solving problems; which only uncover deeper problems…
The knowledge horizon is approximate to the horizon we’ve all seen from a vantage point high enough off the ground or on the shore of any ocean, in that, no matter the effort one manifests to reach it, it’s unattainable; it always remains out of reach. In the process of attempting to reach it, however, one is constantly gaining ground, or more knowledge.
We may, as a result, consider knowledge on a spectrum in which the most knowledgeable “experts” are plotted on one end and the least knowledgeable individuals are on the other. Wherever one is plotted on the spectrum, there will always exist a differential separating him or her from the foremost experts in the related field. The process of searching for the objective truth reduces the knowledge differential, yet only momentarily due to the infinite space for knowledge creation, and reducing the differential between what’s knowable and what you know is the difference in attaining progress, or not.
As it regards sport competition and sport coaching, I wrote the “Governing Dynamics of Coaching” in order to illustrate the magnitude of soluble problems that exist in coaching, coaching education, hiring coaches, and how to solve them via reducing the differential between what has long since been knowable and what is not yet known in sport. In the book, you will find solutions for strategically preparing for sport competition that dramatically shift the paradigm of how this process has occurred to date.