No one’s better at telling the story of Vivek Ranadivé than author Malcolm Gladwell whose newest book, David and Goliath, offers the premise that there are advantages to having disadvantages. Or as he says, “We misread battles between underdogs and giants. … we underestimate how much freedom there can be in what looks like a disadvantage.”
Gladwell points out that David, who was small but accurate with a slingshot, turned the tables on the much bigger and powerful Goliath, who was slow and blurry-eyed.
On the surface Ranadivé doesn’t really appear disadvantaged at all. He is a smart guy and by all reasonable standards hugely successful. He earned his engineering bachelor’s and master’s degrees from MIT and an MBA from Harvard, and he’s the new owner of the Golden State Warriors NBA franchise. He’s not, seemingly, a “David.”
But Ivy-League-trained engineers don’t fit the usual prototype of NBA team owners, especially Ranadivé who recently became the first Indian-born basketball franchise owner in the U.S. For him, it all began after the unlikely scenario of taking his middle-school daughter’s basketball team to the national finals. At that time, Ranadivé knew no more about basketball’s “hardwood” than he did the hardwood in his living room. He had never even held a basketball in his hands before volunteering to coach his kid’s team and knew nothing of fast breaks, jump shots, or layups. Because he was unencumbered by his lack of basketball know-how, he was able to turn what was the disadvantage of not knowing conventional coaching wisdom into a strategy that turned his unlikely group of basketball novices into a top team.
For him, the established ways of successfully coaching basketball didn’t exist because he was unaware of them.
Gladwell insists that there are lessons to be learned from what are apparent situational shortcomings.
In a recent paper called “Student Demographics and Outcomes in Mechanical Engineering in the U.S.,” which is under review for publication in an engineering education journal, researchers found that there are shortcomings in the profession. Even though mechanical engineering is the largest engineering discipline, awarding 23.2 percent of engineering degrees in the United States and Canada, it lacks diversity when compared to other engineering disciplines.
In the U.S., 18.9 percent of all engineering graduates are women, but only 12.4 percent of mechanical engineering graduates are women, according to the research. In fact, until recently electrical engineering and computer engineering had smaller proportions of women. But now mechanicals hold the dubious distinction.
The “benefits of identity diversity include more innovative groups, engagement in active thinking processes, growth in intellectual engagement and motivation, and growth in intellectual and academic skills,” the researchers say.
So while the disadvantage of the discipline is an underrepresentation of women and other groups, the “slingshot” part of this story is that mechanical engineering is sticky. In other words, students who major in mechanical engineering tend to graduate as mechanical engineers.
As the new year dawns, leading mechanical engineering educators can look at the story of David and Goliath, and that of Vivek Ranadivé, and realize that a disadvantage can quickly be turned into advantage. As long as they don’t underestimate how much freedom there can be in what looks like a disadvantage.