Conversation

“What are some of the biggest challenges in CTA” “One major problem is figuring out who, exactly, has expertise (…) often we get recommended people who are well liked (but just not very good)”

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Sometimes experts tend to leave out certain decisions that they make. Because it’s so intuitive to them. But this has problems when you’re training students. Clark tells the story of surgeons leaving out a major decision in training, resulting in bad outcomes for patients:

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“We have found similar things in the energy industry, with people making decisions on where to drill wells” In this case, experts who have been doing this for awhile leave out specific decision steps when explicating their knowledge. So: training was bad!

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“It’s resulted in the discovery of a lot more successful wells, let’s put it that way.” “And this has happened in almost every case where we’ve done a cognitive task analysis.”

“We’ve actually done a series of cognitive task analysis on how large orgs train managers (…) and how good managers motivate.” “The findings from those are going to be published in the Harvard Business Review” That article: hbr.org/2019/03/4-reas

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KimSia Sim (I tweet business & software stuff)

Why does this happen? Well, experts may see what they’re doing with their actions, but they’re not as good with what goes on in their heads. Clark says that chunking is the heart of expertise, but chunking also means intuition and expert decision making becomes invisible.

@KimStacks

Replying to

That last part abt chunking Reference pls if u dont mind?