Danielle has been working with me over the last few weeks in a Marketing and Communication Executive role and kindly wrote this blog post on knowing the difference between knowledge and expertise.
By Danielle Shaw. The difference between expertise and knowledge is slim in terms of the dictionary, and vast in terms of service. While knowledge is described as information acquired through experience or education, expertise implies being a leader in a field through having a level of skill that goes beyond just knowing things. In other words; expertise involves a strong element of practical application. Like an electrician wiring up a new house or a scientist trying to discover new things, or a lawyer, applying knowledge of statutes to a particular case.
In business, who do you think customers trust more? Somebody who is knowledgeable, or somebody who has expertise? Plumbers, for example are experts in their field. While a lot of what is actually called training is basically nothing more than information dump, no surprise that such training programs fail to deliver results.
Training should be about activities, scenarios, and simulation. Of course skills can be developed more easily if one has prior knowledge of the task to be accomplished: Learning to fly a plane through trial and errors without having a slight idea about how planes fly may be quite risky, but theory should be limited to the minimum required to be able to perform the task. You cannot learn how to drive a car without knowing where the accelerator and brake pedals are. However, the best way to learn the effects of acceleration and brakes is not to read about it, but to actually experience it.
Practice is the only way to develop skills: The more you do something, the better you get at doing it. We use cookies in order to personalize your experience, display relevant advertising, offer social media sharing capabilities and analyze our website's performance.
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Your primary email address. You can revoke this access at any time through your LinkedIn account. The idea around measuring social influence is not exactly new -- companies like Klout , Kred , PeerIndex and others have been around for some time, with varying degrees of success and acceptance. While these tools have largely been for consumers, there is most definitely science behind the efforts -- and application within the enterprise. No single company "owns" this category, with many people questioning the algorithms used and the subjective nature of the methods for capturing their data and the results they share.
But the value that these concepts can provide within corporate collaboration and knowledge management platforms is a key indicator of where technology such as Office and Microsoft's Office Graph is headed. He also touched on the role of social influence in tracking and measuring outputs through system gamification, which is an important social collaboration capability. Tracking influence within the enterprise could impact how end users act on the information received - prioritizing signals coming from the experts within the organization, helping increase the speed of decision-making while decreasing risk.
Of course, the problem with the rise of tools like Klout is not whether or not the tool accurately measures actual subject matter expertise which is not really their purpose , but that people quickly embrace any new analytical tool or data point as if they somehow hold all of the answers they don't.
As with most analytical tools that looks to parse human behavior and correlate with content and conversation, the results are highly subjective -- and at the same time can provide powerful insights to support your other collaboration measurements. What makes social influence measurement useful is how it helps an organization begin to understand the depth of our social interactions how far our message is amplified , not just the volume of our activities.
Like most stats, the value is not about measuring a specific point in time, but in identifying movement and trends over time.
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