The experience that is really capitalized is
the formation of the generalizations, abstractions, and principles which are thereafter available for reflective judgments and can be applied to a multitude of novel situations but situations in which the generalization, abstraction, or principle is a factor.
The significance of reflective judgments in increasing human efficiency was manifested in a striking manner by the following experiment. A group of individuals were tested as to their ability to solve a number of mechanical puzzles. The time required for each individual was recorded. The subjects then described as completely as possible how they had solved the problem (worked the puzzle). In some instances the subjects kept trying blindly, till by accident they hit upon the right method. In such cases the second and third trials might take as long or even longer than the first trial. If, however, the subject had in mind the right principle or principles for solving the problems, the time required for succeeding attempts fell abruptly. Curve A of Figure 6 is a graphic representation of the results of A with one of
the puzzles. To solve the problem the first time required 1476 seconds. While solving it this first time A discovered a principle upon which success depended. The second attempt consumed 241 seconds. While solving the problem this second time he discovered a second principle. With these two principles in mind succeeding attempts were rendered rapid and certain.
Another young man, B, in solving his problem. (Chinese Rings Puzzle) succeeded after working 1678 seconds. At the completion of this successful attempt he had in mind no principle for working it. The second trial was not so successful as the first and lasted 2670 seconds. With succeeding trials he reduced his time but not regularly and was still working ``in the dark.'' His method was one of extreme simplicity and probably not different from the ``try, try again'' method employed by animals in learning. The results of his first ten trials are graphically shown in Curve B of Figure 6.
A comparison of Figure 6 with the five
{illust. caption = FIG. 6.}
figures of Chapter X will show how rapidly increase of efficiency is when dependent upon judgments as contrasted with improvement dependent upon habit.
A judgment once having been made may be utilized again and again. The process of applying these preformed judgments is known as an intuitive or perhaps better called an expert judgment.
_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
former experience, and called up the same attorney. This employing him the second time was clearly a practical judgment. If I have frequent need for an attorney, I shall probably make use of my preformed practical judgment and employ this same attorney. This act will never become a habit, but it will approximate more and more a habitual action, and will seem to be performed intuitively, and will be an illustration of an expert judgment.
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.