The stream of thoughts that resulted in this post was triggered by the interactions that I have had with a number of Subject Matter Experts(SMEs) across companies some time ago, when we were trying to put together a set of capability building solutions in a particular domain.
All these SMEs were highly valued and respected in their respective organizations. Yet, I found them to be different in their orientation and their approach. Two of those SMEs represented the two ends of a spectrum (hence the title of this post!). The other SMEs were in between these two 'poles' in terms of their orientation.
One of the SMEs had a deep understanding of the theories and principles underlying the domain, in addition to the knowledge of the models, best practices and tools. He had done a PhD in that domain and had worked in other reputed companies before he joined this organization. While he also had good understanding of the business, he tended to look at the business problems primarily through the lens of his expertise in the domain.
The other SME had a very good understanding of how things work in that domain in that particular organization. This was gained through working very closely with a wide range of people in that organization (including senior business leaders) for many years. While he was knowledgeable about the models and tools in the domain, it was mostly learned on the job. He had spent most of career in that particular organization and had grown rapidly in his career in the organization. While he was aware of the underlying theories and principles, he tended to consider them as a bit 'theoretical'!
Now, both of them were considered to be high performers in their organizations (i.e. both of them were effective in their own way) and hence it was apparent that there were many ways to be an SME. In a way, these two SMEs represented what Robert Pirsig refers to as the the 'classical understanding' (looking at things in terms of their underlying form) and 'romantic understanding' (looking at things in terms of their immediate appearance). Of course, both of these ways of understanding are valuable.
We must also remember that 'value' is defined by the customer (the business leaders in this case). The fact that both these SMEs were highly valued by the business leaders in their respective organizations was also a reflection of the organization culture (or at least their definitions of 'what good looks like' in the case of SMEs) to a large extent. Yes, it is very much possible that the first SME might not be considered to be so valuable in an organization that worships speed of response and prefers 'trial and error' method of working. Similarly, it is very much possible that the second SME might not be as effective if he moves to another organization (till he develops deep contextual understanding and great working relationships).
Yes, from the point of view of developing capability building solutions that can work across organizations, the first SME was more helpful - as he could easily take a step back and look at look at the challenges/problems in the domain through a more abstract lens and hence could come up with useful generalizations that can hold good across situations. But, in terms of helping new employees in that domain to be successful in his particular organization, the second SME was very effective (especially in terms of providing success tips and dos and don'ts). There was also another interesting difference. In terms of identifying key areas for capability building, the first SME tended to focus more on functional/technical skills whereas the second SME tended to focus more on behavioral skills.
Typically, an SME (or a 'deep-specialist') is defined as a person with deep understanding of a particular domain(area/subject) who can help others to develop expertise in that domain and to solve complex problems in that domain. Usually, the SMEs have developed their expertise over a long period of time though a combination of advanced studies and professional experience. Many of the SMEs contribute to advancing the knowledge in the domain through publishing articles/books. For being effective as an SME, being able to share their knowledge with others, being able to work/collaborate with others and being able to coach/mentor others are very important, in addition to possessing deep expertise in that domain.
Now, if we look at our two SMEs, both of them match many of the aspects of being an SME mentioned above, with the first SME coming a bit more closer to the 'text book definition' of an SME. However, as we have seen above, both of the SMEs have been very effective (and considered to be valuable) in their respective organizations.
Yes, the ideal SME should have a perfect mix of these two orientations (hence achieving the most effective 'integration of theory and practice' and combining the 'top down and bottom up' perspectives). But, we (and the SMEs!) live in the real world and such perfection should be looked at as a 'vision' and not necessarily as a 'target'. It is very difficult to find such a species of 'perfectly balanced SMEs'.
In real life, some combinations tend to be 'unstable'. Maybe, they call for different orientations that find difficult 'peacefully coexist' at high levels of intensity. We find such impossible/unstable combinations in role-specific competency frameworks also! The other option is to develop some sort of 'split-personality' and switch back and forth between the two orientations!
There are indeed many ways of being successful in business organizations. Yes, an awareness and appreciation of the 'other style' can make the SMEs more effective!
Any comments/ideas?
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