Expert Evaluation

• Indicators of expertise:
  • The expert commands genuine respect.

  • The expert is found to be consulted by people in the organization, when some problem arises.

  • The expert possess self confidence and he/she has a realistic view of the limitations.

  • The expert avoids irrelevant information, uses facts and figures.

  • The expert is able to explain properly and he/she can customize his/her presentation according to the level of the audience.

  • The expert exhibits his/her depth of the detailed knowledge and his/her quality of explanation is exceptional.

  • The expert is not arrogant regarding his/her personal information.

• Experts qualifications:
  • The expert should know when to follow hunches, and when to make exceptions.

  • The expert should be able to see the big picture.

  • The expert should posses good communication skills.

  • The expert should be able to tolerate stress.

  • The expert should be able to think creatively.

  • The expert should be able to exhibit self-confidence in his/her thought and actions.

  • The expert should maintain credibility.

  • The expert should operate within a schema-driven/structured orientation.

  • The expert should use chunked knowledge.

  • The expert should be able to generate enthusiasm as well as motivation.

  • The expert should share his/her expertise willingly and without hesitation.

  • The expert should emulate an ideal teacher's habits.

• Experts levels of expertise:
  • Highly expert persons.

  • Moderately expert problem solvers.

  • New experts.

• Capturing single vs multiple experts' tacit knowledge:
  • Advantages of working with a single expert:
    • Ideal for building a simple KM system with only few rules.

    • Ideal when the problem lies within a restricted domain.

    • The single expert can facilitate the logistics aspects of coordination arrangements for knowledge capture.

    • Problem related/personal conflicts are easier to resolve.

    • The single expert tends to share more confidentiality.

  • Disadvantages of working with a single expert:
    • Often, the experts knowledge is found to be not easy to capture.

    • The single expert usually provides a single line of reasoning.

    • They are more likely to change meeting schedules.

    • The knowledge is often found to be dispersed.

  • Advantages of working with multiple (team) experts:
    • Complex problem domains are usually benefited.

    • Stimulates interaction.

    • Listening to a multitude of views allows the developer to consider alternative ways of representing knowledge.

    • Formal meetings are sometimes better environment for generating thoughtful contributions.

  • Disadvantages of working with multiple (team) experts:
    • Disagreements can frequently occur.

    • Coordinating meeting schedules are more complicated.

    • Harder to retain confidentiality.

    • Overlapping mental processes of multiple experts can result in a process loss.

    • Often requires more than one knowledge developer.