Well well well. Can’t wait to dig in.
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“… we noticed that highly talented business performers are very similar to each other. (…) This led us to realise that business itself is an orderly closed system of relations between principles, and that so-called intuitive experts in business have an implicit grasp of this.”
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Oh my god. “This research led to a standardised instrument for measuring business expertise among a stage-like continuum (…) these instruments have proven to be extremely reliable predictors of expertise for both executives and executive teams.”
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These sorts of interventions shouldn't be possible. tl;dr DiBello and her team prevented a CEO coup by showing that he had capabilities the rest of the exec team didn't.
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(Page shots continued). The implications are ridiculous:
1. There is an expert mental model of business that is common across industries.
2. So DiBello and team can test expertise levels.
3. And they can design training programs that compress acquisition of such expertise.
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The paper does not reveal what that mental model is!
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FWIW, I've mentioned DiBello here before:
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“Business is a bounded domain like chess … but instead of four corners on the board, business has three corners: capital, supply and demand. The best businesspeople are able to model how changes in each corner related to the others.”
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I mean, the field DiBello belongs to (NDM) specialises in extracting tacit mental models of expertise, and she's built her entire career consulting for companies, developing this method of training over 20 years. So I find her believable.
But she doesn't seem to have published?
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The only other book with her name on it is: routledge.com/Accelerated-Ex
Which generalises the principles for accelerated expertise acquisition, but isn't about business specifically.
(I've not started it, only skimmed, but looks promising for that purpose).
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I stand corrected. The extracted mental model is described here:
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Replying to
"... people who have achieved a high level of business expertise have a deep understanding of (1) factors involved in effective operations, (2) forces influencing the market, and (3) those driving business finance and economic climates."
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Giving business operators a prediction task for each of these categories is a pretty genius way to evaluate business expertise.
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Replying to
"The instrument and scoring scheme was tested and refined using 48 data points from 10 very highly successful individuals who had repeat successes with large organiza-tions in challenging markets and in highly varied conditions."
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