Expert as a Role Model

You need “deep smarts” to solve problem instantly, help you to consider the relevant and critical areas. My role model is an ex-boss (American), in a complex industry with brand new technology, uncertain environment with small group of people. Trust was very important to him – he would select someone he can trust and work with. He considered what we could do if the plan did not work, what support we could get from Headquarters. He had a very clear communication style. He gave empowerment to his subordinates, and had a great sense of right timing, so he really had “deep smarts”.

Expertise is in the eyes of the receiver

In 1986 I took my first tentative steps as a new "knowledge engineer" looking to extract the expert knowledge from Maurie, a veteran Iron Ore Sintering Plant Foreman, who was due to retire in 12 months. He had been doing the job for 35 years and was considered by his "juniors" an out and out "Expert" despite their own 20+ years in their jobs. Armed with the latest Expert Systems tools and techniques I set about capturing the essence of how he went about managing this complex thermodynamic process. I developed a large rule base which I simulated in back shifts with less expert operators. What I found was that my rule base didn't really contain any startling insights or "gems" of wisdom. Virtually all of the more "junior" operators were doing similar things. None the less Maurie was the "acknowledged" expert. Back shifts on a Sinter plant provide ample time for reflection and discussion with backshift operators. The job was not all that hectic. Your expertise was put to the test when things went wrong. What I began to understand was that much of Maurie's expertise was related to the respect he had built up with his peers. He lived close to the plant and knew it like the back of his hand ... even to the extent of where the shovels and brooms were kept. He developed relationships easily and was on a first name basis with the then CEO of the company, who he had "trained" as a young graduate doing the rounds, right down to the most junior staff member. This experience has stayed with me throughout my lengthy KM experience. Perhaps Maurie in the end did not have superior technical knowledge to any of his peers. However his ability to share what he had through the trusted relationships he had built over time, meant that in the eyes of his peers he was a "true expert"

Listener

A new senior manager came into my division. She met all the staff one by one over the period of a few weeks, and had scribes take notes, to find out what they did, and what they thought could be improved. Then she took action to implement changes, which included an information management reform project. I was attached to this as an internal consultant because of my expertise. This was very impressive and made the project much more effective.

Trust and rich knowledge transfer

Relationships are important. You can communicate a lot of info but if trust is not there, you get only factual info.