Todd Rose’s “The End of Average” is a compelling critique of how modern society relies on the concept of “average” to shape systems in education, healthcare, business, and beyond. The central thesis is that there is no such thing as an average person, and designing systems around this myth leads to inefficiency, exclusion, and missed potential.

With respect to our mission, the book is somehow related, but the author touches on the topic of human character traits but doesn’t go very deep into it. He doesn’t ask why we have certain traits or what they might lead to. Instead, he points out that character traits aren’t really fixed. How a person acts depends more on the situation than on their character itself.

Here are the key ideas from the book as I see it:

The Myth of the Average

Rose begins by showing how the idea of the “average person” became popular. This led to the belief that deviations from the average were errors or abnormalities. However, real-world examples—like the U.S. Air Force’s failed attempt to design cockpits based on average body measurements—demonstrate that no one fits all average dimensions, and designing for the average often fits no one.

Jaggedness Principle

Human traits (like intelligence, physical features, or personality) are multidimensional and jagged—they vary independently. For example, someone might be tall but not heavy, or good at math but poor at reading. Averaging these traits masks this complexity and leads to flawed assessments.

Author criticizes traditional hiring practices for relying on standardized metrics like GPA, résumés, and test scores, which assume that these indicators can accurately predict job performance. He argues that these methods are rooted in the flawed notion of the “average person” and fail to account for the complexity and individuality of human potential. By focusing on uniform benchmarks, companies often overlook candidates with unique strengths or unconventional backgrounds who may excel in specific roles or contexts. This approach not only filters out valuable talent but also reinforces systemic biases and inefficiencies.

Rose advocates for a more personalized and context-aware hiring process that recognizes the “jaggedness” of human abilities—meaning that people have uneven skill sets that can’t be captured by a single score or credential. He emphasizes that performance is highly dependent on environment and that success often follows non-linear paths. Instead of trying to fit candidates into a one-size-fits-all mold, he encourages organizations to assess individuals based on their actual capabilities in relevant contexts, and to design roles that align with their strengths. This shift, he argues, can lead to more innovative, inclusive, and effective workplaces.

Context and Pathways Principles

Behavior is context-dependent, not fixed. People act differently in different environments, so trying to define someone by an average behavior or trait is misleading. This principle challenges standardized testing and rigid job evaluations. There is no single path to success. Rose argues that traditional systems (like education) assume a linear, average-based progression, but individuals learn and grow in diverse ways. Embracing personalized paths can unlock greater potential.

A Call for Individualization

Rose advocates for a shift toward personalization in all areas of life—education tailored to individual learning styles, healthcare based on personal biology, and workplaces that value unique contributions. He believes this approach can foster innovation, satisfaction, and equity.