From A Novice To An Expert IELTS Reading

Answers with Explanation

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Feb 28, 2022

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Bài đọc (reading passage)

From A Novice to An Expert

Expertise is commitment coupled with creativity. Specifically, it is the commitment of time, energy, and
resources to a relatively narrow field of study and the creative energy necessary to generate new
knowledge in that field. It takes a considerable amount of time and regular exposure to a large number of
cases to become an expert.

An individual enters a field of study as a novice. The novice needs to learn the guiding principles and rules
of a given task in order to perform that task. Concurrently, the novice needs to he exposed to specific
cases, or instances, that lest the boundaries of such principles. Generally, a novice will find a mentor to
guide her through the process of acquiring new knowledge. A fairly simple example would be someone
learning to play chess. The novice chess player seeks a mentor to leach her the object of the game, the
number of spaces, the names of the pieces, the function of each piece, how each piece is moved, and the
necessary conditions for winning, or losing the game.
In time, and with much practice, the novice begins to recognise patterns of behavior within cases and,
thus, becomes a journeyman. With more practice and exposure to increasingly complex cases, The
journeyman finds patterns not only within cases but also between cases. More importantly, the
journeyman learns that these patterns often repeat themselves over time. The journeyman still maintains
regular contact with a mentor to solve specific problems and learn more complex strategies. Returning to
the example of the chess player, the individual begins to learn patterns of opening moves, offensive and
defensive game-playing, strategies, and patterns of victory and defeat.

When a journeyman starts to make and test hypotheses about future behavior based on past experiences,
she begins the next transition. Once she creatively generates knowledge, rather than simply matching,
superficial patterns, she becomes an expert. At this point, she is confident in her knowledge and no longer
needs a mentor as a guide she becomes responsible for her own knowledge. In the chess example, once a
journeyman begins competing against experts, makes predictions based on patterns, and tests those
predictions against actual behavior, she is generating new knowledge and a deeper understanding of the
game. She is creating her own case, rather than relying on the cases of others.

The Power of Expertise

An expert perceives meaningful patterns in her domain better than non-experts. Where a novice perceives
random or disconnected data points, an expert connects regular patterns within and between cases. This
ability to identify patterns is not an innate perceptual skill; rather it reflects the organisation of knowledge
after exposure to and experience with thou-sands of cases.
Experts have a deeper understanding of their domains than novices do, and utilise higher-order principles
to solve- problems. A novice, for example, might group objects together by color or size, whereas an
expert would group the same objects according to their function or utility. Experts comprehend the
meaning of data and weigh variables with different criteria within their domains belter than novices.
Experts recognise variables that have the largest influence on a particular problem and focus their
attention on those variables.

Experts have better domain-specific short-term and long-term memory than novices do. Moreover,
experts perform tasks in their domains faster than novices and commit fewer errors while problem solving.
Interestingly, experts go about solving problems differently than novices. Experts spend more time
thinking, about a problem to fully understand it at the beginning of a task than do novices, who
immediately seek to find a solution, Experts use their knowledge of previous cases as context tor creating
mental models to solve given problems.
Better at self-monitoring than novices, experts are more aware of instances where they have committed
errors or failed to understand a problem. Experts check their solution more often than novices and
recognise when they are missing, information necessary for solving a problem. Experts are aware of the
limits of their domain knowledge and apply their domain's heuristics to solve problems that fall outside of
their experience base.

The Paradox of Expertise

The strengths of expertise can also be weaknesses. Although one would expect experts to be good
forecasters, they are not particularly good at making predictions about the future. Since the 1 930s,
researchers have been testing, the ability of experts to make forecasts. The performance of experts has
been tested against actuarial tables to determine if they are better at making predictions than simple
statistical models. Seventy years later, with more than two hundred experiments in different domains, it is
clear that the answer is no. If sup-plied with an equal amount of data about a particular case, an actuarial
table is as good, or better, than an expert at making, calls about the future. Even if an expert is given more
spe-cific case information than is available to the statistical model, the expert does not tend to
outperform the actuarial table.

Theorists and researchers differ when trying, to explain why experts are less accurate forecasters than
statistical models. Some have argued that experts, like all humans, are inconsistent when using mental
models to make predictions. That is, the model an expert uses for predicting X in one month is different
from the model used for predicting X in a following, month, although precisely the same case and same
data set are used in both instances.

A number of researchers point to human biases to explain unreliable expert predictions. During, the last
30 years, researchers have categorised, experimented, and theorised about the cognitive aspects of
forecasting. Despite such efforts, the literature shows little consensus regarding the causes or
manifestations of human bias.
Câu hỏi (questions)

Question 1 - 5
Complete the flow-chart below.

Choose NO MORE THAN THREE WORDS from the passage for each answer.

1
1

2
2

3
4

4
5

Question 6 - 1 0
Do the following statements agree with the information given in the Reading Passage?

TRUE if the statement agrees with the information

FALSE if the statement contradicts the information

NOT GIVEN if it is impossible to say what the writer thinks about this

6 Novices and experts use the same system to classify objects.

7 A novice’s training is focused on memory skills.

8 Experts have higher efficiency than novices when solving problems in their own field.

9 When facing a problem, a novices always tries to solve it straight away.

10 Experts are better at recognising their own mistakes and limits.

Question 1 1 - 1 3
Choose NO MORE THAN TWO WORDS from the passage for each answer.

Though experts are quite effective at solving problems in their own domains, their strengths can also
be turned against them. Studies have shown that experts are less  11 at making predictions
than statistical models. Some researchers theorise it is because experts can also be inconsistent like
all others. Yet some believe it is due to  12 , but there isn’t a great deal of  13  as
to its cause and manifestation.
Answer key (đáp án và giải thích)

1 guiding principles/rules https://www.dol.vn/ielts-r

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2 mentor https://www.dol.vn/ielts-r
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3 patterns of behavior/patterns https://www.dol.vn/ielts-r

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4 complex https://www.dol.vn/ielts-r
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5 knowledge https://www.dol.vn/ielts-r
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6 False https://www.dol.vn/ielts-r
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7 Not Given https://www.dol.vn/ielts-r

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8 True https://www.dol.vn/ielts-r
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9 True https://www.dol.vn/ielts-r
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10 True https://www.dol.vn/ielts-r
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11 accurate https://www.dol.vn/ielts-r
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12 human biases https://www.dol.vn/ielts-r

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13 consensus https://www.dol.vn/ielts-r
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