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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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:

What Haven't I Told You?

When a project team hits a speed bump, it often learns that it had all the information it needed to avoid the problem, sometimes months in advance of uncovering it. Here's a technique for discovering this kind of knowledge more systematically.

Ten Tactics for Tough Times: I

When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation for a while, and then if we still have time to act, we do what seems best. Here's Part I of a set of approaches that can organize your thinking and shorten the obsessing.

Problem Not-Solving

Group problem solving is a common purpose of meetings. Although much group problem solving is constructive, some patterns are useless or worse. Here are some of the more popular ways to engage in problem not-solving.

When Fixing It Doesn't Fix It: II

When complex systems misbehave, repairs can require deep thought, inspiration, and careful reasoning. Here are guidelines for a systematic approach to repairing complex systems.

Newtonian Blind Alleys: II

Some of our decisions don't turn out well. The nature of our errors does vary, but a common class of errors is due to applying concepts from physics originated by Isaac Newton. One of these is the concept of spectrum.

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

Forthcoming issues of Point Lookout

Coming October 4: Self-Importance and Conversational Narcissism at Work: I

Conversational narcissism is a set of behaviors that participants use to focus the exchange on their own self-interest rather than the shared objective. This post emphasizes the role of these behaviors in advancing a narcissist's sense of self-importance. Available here and by RSS on October 4.

And on October 11: Self-Importance and Conversational Narcissism at Work: II

Self-importance is one of four major themes of conversational narcissism. Knowing how to recognize the patterns of conversational narcissism is a fundamental skill needed for controlling it. Here are eight examples that emphasize self-importance. Available here and by RSS on October 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.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