I quickly came to a realization that this is not an easy question to answer. For example you can be speaking with, the academic or a text book, a practitioner with articulated experience…or you can be speaking with years of subconscious insight and experience that will only emerge with the right engagement.

Though these possibilities provide specific input into the development of a suitable intervention, it is important to quickly identify who one is speaking with especially when content is not the primary focus of the design.

The extent to which an organisation is able to harness the experience of it’s most effective workforce in the support of it’s new (induction/onboarding) and developing (capability enhancement), the more effective such support will be in driving the people dimension of it’s strategy towards success.

So often the design adopted leverages on the voice of the available not the voice of the effective (expert). More importantly, understanding what makes for an expert practitioner is central to the situational intelligence available to the designer to deliver relevant supporting te design within a specific developmental experience.

In short, the way an organisation defines, identifies and grows true experts within it’s workforce is critical to it’s ability to sustain competitive organisational capabilities.

Though performance is often the default indicator used, performance is often by the doer, in some cases the ideas or thought driving the performance come from a less obvious source…

– Posted from my iPhone