Call in the Right Expert

Whether it's an application user interface, a piece of equipment, a redesigned process, a marketing strategy, or whatever, when the unexpected occurs, we ask experts to explain how to proceed, or to fix the problem. When they can fix it, that's great, but when they can't, our first thoughts are usually that the expert we called is perhaps not expert enough. That's the easy case, so let's set it aside.

The more difficult case is that the experts we called are skilled enough, and might even be the best there is, but they're expert in the wrong field. How can this happen? What are the consequences? How can we prevent it?

Three important mechanisms can lead to calling the wrong expert.

Limited authority to choose

We can't always choose the expert we need. Budget restrictions, signature authority, and expert availability sometimes dictate the choice.

Control mechanisms and expert availability can both generate risk. Account for this risk in risk plans.

Incorrect diagnosis

Sometimes we diagnose the problem incorrectly, either by honest mistake, or by overestimating our own diagnostic expertise.

Unless you have diagnostic expertise, let experts perform the diagnosis.

Undue influence by experts

Sometimes an expert employee, consultant, or contractor recommends an expert, not on the basis of suitability, but as a favor to the expert being recommended, or because of constraints imposed by the recommender's employer.

Validate recommendations for their objectivity.

Calling in the wrong expert can have serious consequences:

Wasting time and resources

Experts (and all people) are vulnerable to what psychologists call a mental set. If the problem solution lies within the expert's domain of expertise, nobody can address it better. But if the problem solution lies elsewhere, we waste time and resources eliminating all possible solutions within the expert's domain.

Damaging assets

Before the wrong experts deduce that the problem solution lies outside their domains of expertise, damage to assets is possible. The experts might even be the agents of the damage.

Learning

The one benefit Sometimes we diagnose the problem
incorrectly, either by honest mistake,
or by overestimating our own
diagnostic expertiseof choosing the wrong expert is the potential to learn the importance of choosing the right expert. That learning can lead us to re-examine the expert-choosing process.

To prevent recurrences, consider two measures. First, avoid diagnosing problems. For example, if the computer can't communicate with the network, don't assume that the computer is defective, or that the network connection is defective. Simply report that the computer can't communicate with the network. Second, consider calling on an expert to tell you what kind of expert you need. In healthcare, this role has been called diagnostician, but the role is emerging in many fields. Before calling an expert, find a "diagnostician" for the relevant problem domain.

Most important, if you know that expert identification isn't working well in your organization, don't guess why. Consult an expert.  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 Problem Solving and Creativity:

Finger Puzzles and "Common Sense"

Working on complex projects, we often face a choice between "just do it" and "wait, let's think this through first." Choosing to just do it can seem to be the shortest path to the goal, but it rarely is. It's an example of a Finger Puzzle.

Backtracking in Incremental Problem Solving

Incremental problem solving is fashionable these days. Whether called evolutionary, incremental, or iterative, the approach entails unique risks. Managing those risks sometimes requires counterintuitive action.

Clueless on the Concept

When a team member seems not to understand something basic and important, setting him or her straight risks embarrassment and humiliation. It's even worse when the person attempting the "straightening" is wrong, too. How can we deal with people we believe are clueless on the concept?

How to Foresee the Foreseeable: Preferences

When people collaborate on complex projects, the most desirable work tends to go to those with highest status. When people work alone, they tend to spend more time on the parts of the effort they enjoy. In both cases, preferences rule. Preferences can lead us astray.

Big, Complicated Problems

Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape.

See also Problem Solving and Creativity and Critical Thinking at Work for more related articles.

Forthcoming issues of Point Lookout

Coming January 26: Cyber Rumors in Organizations

Rumor management practices in organizations haven't kept up with rumor propagation technology. Rumors that propagate by digital means — cyber rumors — have longer lifetimes, spread faster, are more credible, and are better able to reinforce each other. Available here and by RSS on January 26.

And on February 2: The Risk of Astonishing Success

When we experience success, we're more likely to develop overconfidence. And when the success is so extreme as to induce astonishment, we become even more vulnerable to overconfidence. It's a real risk of success that must be managed. Available here and by RSS on February 2.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenEQuetChPjwYBDxmgner@ChacxXTxBssoFmfDfMugoCanyon.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 500-1000 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.
   
• 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.
   

Bullet Points: Mastery or Madness?

Decision makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.