How to Reject Expert Opinion: I

A fairly common pattern found in decisions that have led to major disasters is the rejection of expert opinion, which almost certainly degrades decision quality. Although this rejecting can be a mechanism that supports confirmation bias, it need not be — the rejecting can arise from many sources.

Knowing the tactics of rejection will help you detect and prevent inappropriate rejection of expert opinion, either by individual rejectors or by the group as a whole. Here's Part I of a collection of tactics groups use to reject expert opinion, emphasizing prevention of consultation.

Reject the idea of consultation

Because there's no need to reject an expert's opinion if the opinion can be avoided altogether, rejectors might actively suppress all attempts to consult domain experts. Motivations for suppressing consultation include concerns that the decision might go counter to the rejectors' own preferences, fears that their own status and expertise might be threatened, worries that malfeasance might become evident, and many more.

Arguments against consultation with experts can include concerns about delay, cost, confidentiality, or difficulty in vetting experts. As evidence that consultation is unnecessary, or of limited value, some will point to successful analogous decisions at previous times, or by other organizations.

Reject the foundations of the expert's the field of knowledge

This argument is also high leverage, because it has the virtue that if it works, it applies to all experts in the given field of knowledge. The tactic entails sowing doubts about the state of the field of knowledge that is the basis of the experts' expertise. Even if this tactic fails to prevent the consultation, those doubts can be useful later, as the rejectors try to limit the impact of the experts' recommendations.

Doubts about the state of the field of knowledge might be based, for example, on differences of opinions among experts; recent advances that demonstrate supposed chaos or uncertainty in the field as it was before recent advances; claims of inapplicability to the problem at hand; or even a knowledge-based "smear" campaign based on evident chaos or disorder in distantly related fields of knowledge.

Denigrate experts in general

Denigrating Arguments against consultation with
experts can include concerns about
delay, cost, confidentiality, or
difficulty in vetting expertsexperts generally can serve two purposes. It can perhaps suppress consultation altogether, but if that fails, it can provide I-told-you-so ammunition for later rejection of the expert's opinion, if that becomes necessary.

Techniques usually entail raising existential questions about experts in the domain at issue. The goal is to show that "no so-called expert" can possibly help us because — for example — we are the experts because we're way ahead of everyone in the field; experts have an inherent conflict of interest and can't be trusted; or we can't reveal our true situation to anyone without putting our organization at risk.

In Part II, next time, we'll turn our attention the rejection mechanisms that help to dismiss experts' advice.  Next in this series  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Dangerous Phrases

I recently upgraded my email program to a new version that "monitors messages for offensive text." It hasn't worked out well. But the whole affair got me to think about everyday phrases that do tend to set people off. Here's a little catalog.

Smart Bookshelves

If you like to browse in bookstores, you probably know the thrill of new ideas and new perspectives. When I find a book worth reading, I want to own it, and that's how it gets to my shelf. Here are some tips to help you read more of what you really want to read.

Shooting Ourselves in the Feet

When you give a demo to a small audience, there's a danger of overwhelming them in a behavior I call "swarming." Here are some tips for terrific demos to small audiences.

Finding Work in Tough Times: Strategy

If you're out of work and discouraged — or getting there — you're in great company. Better than ever before. Getting back to work starts with getting to work on finding work. Here's a collection of strategies for the job of finding work.

Indicators of Lock-In: I

In group decision-making, lock-in occurs when the group persists in adhering to its chosen course even though superior alternatives exist. Lock-in can be disastrous for problem-solving organizations. What are some common indicators of lock-in?

See also Personal, Team, and Organizational Effectiveness and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

Coming January 29: Higher-Velocity Problem Definition

Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.

And on February 5: Unrecognized Bullying: I

Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.