Not only are novices better positioned to quickly adapt to changes in the process, their lack of sophisticated mental models also allows them question why things are done the way they are, and this is the true value of the novice in innovation: the dumb question. While they may not be able to correctly determine the results of a change in the process, they are better able to identify and adapt to those changes. Novices are intimately aware of the details as they are still learning and internalizing them, developing their own, fledgling mental models. Novices, on the other hand, have none of the advantages of experts, but excel where experts falter. Experts are less adaptable to changes, which is often what innovation is all about. Even worse, if fundamental aspects of a process change, experts can have difficulty integrating those changes into their well-defined existing mental models. In most cases, the experts experience and knowledge are correct however, when there are minor inconsistencies between the expert’s assessment and the actual circumstances, experts can miss those details. Mental models are cognitive shortcuts allowing experts to ignore the details once they’ve identified the appropriate context.
The most significant of these is that the highly refined mental models of experts often create blind-spots for experts. Yet, there are some negative aspects of expertise. All of these benefits derive from the development of sophisticated and optimize mental models.Īll of these benefits make hiring experts (and versatilists) a goal of most organizations. In addition, experts can often identify similarities between seemingly dissimilar problems, bringing new perspectives to innovation efforts (an example of where diversity in domain experiences can be beneficial). Experts can make accurate predictions and decisions using less information, and can recover from mistakes much faster. Experts can process information faster, with less cognitive load. The advantages of expertise are fairly well-known. Sometimes, having to take a step back helps change perspective. Individuals with the most experience, competence, and expertise are surely valuable, but may fail to ask the basic questions that frequently spawn true innovation. In much the same way more common diversity targets (race, sex, age, etc.) are critical to seeding innovation success, diversity in experience is, perhaps, just as essential. Most organizations are in a constant battle to find the best, brightest, and most experienced talent to assist them in their innovation efforts however, this may not be the best way to foster innovation.
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