It is a most helpful practice to attempt to express in words just what one is trying to accomplish; what are the conditions necessary for success; what the conditions that are lower- <p 302> ing efficiency; and what are the possibilities of the work, etc. The method of analysis and expression assists wonderfully in abstracting the aspects of one's experience necessary for the generalization, abstraction, and principle used in reflective judgments. _Special Conditions Favorable to the Formation of Expert judgments_ There are no clearly defined special conditions for increasing one's capacity to apply expert judgments. The general conditions discussed on page 278@@@ seem to cover the case. If I have provided, as an executive, for all these conditions for developing expert judgments:-- (1) if I have good vigorous health, (2) if I am working with enthusiastic application, (3) if I have the right attitude towards my work, (4) and finally, if I am having frequent experience in making practical and theoretical judgments,--I am then fulfilling the conditions most favorable for the development of expert judgments. CHAPTER XIII CAPITALIZING EXPERIENCE--HABIT FORMATION AFTER spending four years in an Eastern college, a young graduate was put in charge of a group of day laborers. He assumed toward them the attitude of the athletic director and the coach combined. He set out to develop a winning team, one that could handle more cubic yards of dirt in a day than any other group on the job. He had no guidebook and no official records to direct him. He did not know what the best ``form'' was for shoveling dirt, and he did not know how much a good man could accomplish in an hour. With stop watch and notebook in hand, he began to observe the movements of the man who seemed the best worker in the group. He counted the different movements made in handling a <p 303> <p 304> shovelful of dirt, and the exact time required for each of the movements. He then made similar observations upon other men. He found that the best man was making fewer movements and faster movements than his companions. But he also discovered that even this best workman was making movements which were not necessary, and that he was making some movements too slowly and thus losing the advantage of the momentum which a higher speed would have produced, and which would have enabled him to accomplish the task with less effort.