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.
- 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.
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 welcomeWould you like to see your comments posted here? rbrenDXkobcsimoJxvAvmner@ChackRHzawaCYBjWguZuoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Problem Solving and Creativity:
- Help for Asking for Help
- When we ask for help, from peers or from those with organizational power, we have some choices. How
we go about it can determine whether we get the help we need, in time for the help to help.
- Nine Positive Indicators of Negative Progress
- Project status reports rarely acknowledge negative progress until after it becomes undeniable. But projects
do sometimes move backwards, outside of our awareness. What are the warning signs that negative progress
might be underway?
- Workplace Barn Raisings
- Until about 75 years ago, barn raising was a common custom in the rural United States. People came together
from all parts of the community to help construct one family's barn. Although the custom has largely
disappeared in rural communities, we can still benefit from the barn raising approach in problem-solving
- How to Foresee the Foreseeable: Recognize Haste
- When trouble arises after we commit to a course of action, we sometimes feel that the trouble was foreseeable.
One technique for foreseeing the foreseeable depends on recognizing haste in the decision-making process.
- Solving the Problem of Solving Problems
- Problem solving is sometimes difficult when our biases interfere with generating candidate solutions,
or with evaluating candidates we already have. Here are some suggestions for dealing with these biases.
Forthcoming issues of Point Lookout
- Coming March 27: Stone-Throwers at Meetings: II
- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from embarrassing the chair to holding the meeting hostage in exchange for advancing an agenda. What can chairs do about stone-throwers? Available here and by RSS on March 27.
- And on April 3: Career Opportunity or Career Trap: I
- When we're presented with an opportunity that seems too good to be true, as the saying goes, it probably is. Although it's easy to decline free vacations, declining career opportunities is another matter. Here's a look at indicators that a career opportunity might be a career trap. Available here and by RSS on April 3.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenMjyaNxSdijZvJGOXner@ChacuPNtBQTKVhUQIHeWoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- 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.