Subject matter experts have explicit knowledge from formal education and embedded in reports, manuals, websites, memos, and other corporate documents. But their implicit and tacit knowledge, based on their experience, is perhaps the source of their greatest value — whether the subject-matter expert with decades of experience who is lightning fast with a diagnosis and almost always spot-on or the manager whose team everyone wants to be on because she’s so good at motivating and mentoring.
Experts, no matter the domain, tend to have very similar attributes. Understanding these attributes allows us to start understanding how we build expertise.
Critical know-how and “know-what”
Managerial, technical, or both; superior, experience-based techniques and processes; extraordinary factual knowledge
Swift recognition of a phenomenon, situation, or process that has been encountered before
Building and maintaining an extensive network of professionally important individuals
Ability to deal with individuals, including motivating and leading them; comfort with intellectual disagreement
Ability to construct, tailor, and deliver messages through one or more media to build logical and persuasive arguments
Diagnosis and cue seeking
Ability to actively identify cues in a situation that would confirm or challenge a familiar pattern; ability to distinguish signal from noise
Ability to diagnose, interpret, or predict through appropriate senses
Attributes of an Expert
One of the critical parts of being a subject matter expert is being able to help others absorb knowledge and gain wisdom through learn-by-doing techniques— guided practice, observation, problem solving, and experimentation.
Think of this as an apprenticeship program that provides deliberate practice with expert feedback, which is fundamental to the development of expertise.
Do your organizations have this sort of organized way to train an expert? How does it work?
The Team and Workplace Excellence Forum is excited to be hosting an Unconference, and I am excited to be able to invite you to the workshop at Masary Studios in Boston, MA on February 29th from 9:00 am to 2:30 pm.
An unconference is basically a conference without predefined topics. The high level structure and theme is team excellence and quality culture, but actual topics are generated by the participants on the spot, and breakout groups are formed dynamically based on interest and relevance.
We have a stimulating day planned. We will be discussing team excellence and quality culture and contributing to development of a body of knowledge for the Team and Workplace Excellence Forum. The agenda is here.
The Unconference is free to all participants with an additional charge of $15.00 per person for lunch.
Please RSVP by February 23rd, so we can reserve a seat for you. We are looking forward to seeing you there. If there is anything you will need or have any questions, please don’t hesitate to let me know. The RSVP is here.
There are many forms of bias that we must be cognizant during problem solving and decision making.
That chart can be a little daunting. I’m just going to mention three of the more common biases.
Attribution bias: When we do something well, we tend to think it’s because of our own merit. When we do something poorly, we tend to believe it was due to external factors (e.g. other people’s actions). When it comes to other people, we tend to think the opposite – if they did something well, we consider them lucky, and if they did something poorly, we tend to think it’s due to their personality or lack of skills.
Confirmation bias: The tendency to seek out evidence that supports decisions and positions we’ve already embraced – regardless of whether the information is true – and putting less weight on facts that contradict them.
Hindsight bias: The tendency to believe an event was predictable or preventable when looking at the sequence of events in hindsight. This can result in oversimplification of cause and effect and an exaggerated view that a person involved with an event could’ve prevented it. They didn’t know the outcome like you do now and likely couldn’t have predicted it with the information available at the time.
A few ways to address our biases include:
Bouncing ideas off of others, especially those not involved in the discussion or decision.
Surround yourself with a diverse group of people and do not be afraid to consider dissenting views. Actively listen.
Imagine yourself in other’s shoes.
Be mindful of your internal environment. If you’re struggling with a decision, take a moment to breathe. Don’t make decisions tired, hungry or stressed.
Consider who is impacted by your decision (or lack of decision). Sometimes, looking at how others will be impacted by a given decision will help to clarify the decision for you.
An UnConference, otherwise known as a OpenSpace or BarCamp, is a tool I’m a huge fan of. They can really serve to generate action and build energy, commitment, and shared leadership with a group by unleashing self-organization. The idea is to make sure that ALL of the issues that are most important to the participants are raised, included in the agenda, and addressed, making it possible for participants to take responsibility for tackling the issues that they care about and for what does or doesn’t happen
Which makes it a great tool for the Team and Workplace Excellence Forum to really generate some activity. If you are interested please respond to the survey above.
We have all had the first rule of brainstorming, “defer judgment,” drilled into us for years. The general rule of “When a person proposes an idea, don’t say, ‘Yes, but…’ to point out flaws in the idea; instead, say, ‘Yes, and…’” which is intended to get people to add to the original idea, has become almost a norm in business settings. We have all become improv actors.
That truism is probably not a good one though. It can lend to a fairly superficial approach. Yes we need to be beyond “Yes, but”, but “Yes, and” stifles creativity. The concept of “Yes, and” gives an illusion of moving forward, avoiding conflict, but also prevents truly diving in and exploring issues.
We need to combine the best aspects of criticism and ideation, “Yes…but…and.” I propose idea A, a colleague first addresses what she perceives to be a flaw in it, provides constructive feedback (this is the “but”), and then suggests a possible way to overcome or avoid the flaw, yielding Idea B (this is the “and”). Then you do the same: You acknowledge Idea B, provide a constructive critique, and develop a new, even more improved result. Others can jump in with their critiques and proposals during the process. This kind of constructive interaction encourages a deep cycle of critical dialogues that can lead to a coherent, breakthrough idea.
Here are some things to keep in mind:
When you see a weakness in the idea, don’t simply say, “This does not work.” Rather, first explain the problem and then propose an improvement that would make it work.
When you do not understand the idea, don’t simply say, “That’s unclear to me.” Instead, first point to the specific spot that is unclear and then propose possible alternative interpretations: “Do you mean X or Y?” This helps all participants to see more detailed options
When you like the idea, do not just take it as it is. Instead, search for possible improvements and then push forward to make it even better.
When you listen to someone’s critique of your idea,try to learn from it. Listen carefully to the critique, be curious, and wonder, “Why is my colleague suggesting this contrasting view that is not in line with what I see? Perhaps there is an even more powerful idea hidden behind our two perspectives.” The critique becomes a positive force, focusing the team on overcoming its weaknesses and enhancing the original idea.