Friday, 7 April 2017

Motivating deep experts

Every now and again you hear something that is so simple, you wonder why you hadn't thought of it before. I had one of those moments listening to an superb Knowledge and Innovation Network webinar yesterday. Ian Corbett was presenting on 'Helping experts become catalysts for knowledge and Innovation'. KIN members can see Ian's slides on Memberspace in the Management Buy-in special interest library.

Ian, originally a geologist by trade, has done a lot of research on 'expertise' and is now applying it to charitable education projects in South Africa, where he lives.

The 'aha' moment during Ian's talk came when he was explaining how to get the best from deep experts or technical teams. The defining characteristics are:


  1. They value face-to-face interaction (plays to their inner ego)
  2. Low tolerance for admin and passing fads
  3. They seek innovation, not reuse
  4. They want autonomy

Pretty obvious when you think about it eh?

Yet how often do managers acknowledge these simple needs? KIN had a good look at intrinsic motivations at the recent Spring Workshop on Behavioural Economics. Looking at these 4 motivational factors, they might nicely define what intrinsic motivation means for a deep expert.

Next time you are working with a group of experts, what will you do to act on, or at least acknowledge these?
Source: APQC

KIN members can see Ian's slides on Memberspace in the Management Buy-in special interest library.



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