When an Expert Becomes Militant

Can an expert become counter-productive?

In the current COVID-19 crisis we are rightly seeking the guidance of medical experts.

Many have been forthcoming, led in particular by the respective chief medical officers—national and state—doing their best to advise, calm and educate. 

But there are some experts who have added militancy to advocacy. 

Not that a dose of militancy isn’t needed. When there is a great cause waiting to be told, yes, we do need the militant. Also, when complacency is the enemy and when those representing the status quo seek only to benefit themselves.

And their motivational energy? No doubt concern for the community would be in there. But could it also be an opportunity for attention and self-aggrandisement—a vain pursuit of his/her “destiny”; a blow against foes; gaining the high moral ground; attracting followers or seeking to position a special interest group? In this, we need to be curious about the messenger as well as the message.

In the past month of the virus crisis, the bulk of our community has moved swiftly from complacency to urgency—and certainly, not all of it has been calm and measured. We now see that the great cause is a most compelling mix of the minimisation of infection and fatalities, the buttressing of the economy and the preservation of our way of life.

But even though the cause has been articulated and resources are swung into action, the militant-cum-expert (usually in a formal leadership role) demands centre stage, claiming unchallengeable authority. 

This is what David Robson, in The Intelligence Trap, calls the curse of expertise—sitting paradoxically at the peak of competence.

The Four Stages for Learning Any New Skill theory was developed by Noel Burch in the 1970s. His model suggests that we are initially unaware of how little we know, or unconscious of our incompetence. As we recognise that incompetence, we consciously acquire a skill, then consciously use it.

Eventually, we can use the skill without consciously thinking it through—then we are said to have acquired unconscious competence. But there is often a critical issue at this fourth stage—over-confidence and bias. We may find that accuracy plateaus as a result of expert biases—when we jump too quickly to a decision without fully drawing on our experience or exploring all of our options. 

 When, in our current situation, the medical expert-turned-militant:

• Sees only the medical answer, devoid of the wider community context.
• Overestimates their own knowledge.
• Rejects out of hand any opposing idea.
• Jumps to an instant “solution”, without considering all options.
• Is uninterested in the complexity of implementation of his/her “must-dos”
• Rejects all compromise.
• Harangues those who may appear to be diluting their recommendations.

Hence, the argument for a total lockdown lasting weeks or months, without consideration for the effects on the broader economy or small business and individual incomes. 

To overcome expert bias and a collapse in rationality, Robson has added a fifth stage to the model: we need to develop the capacity to explore feelings and intuitions and to identify biases before they cause harm. We need to consider the possibility that we don’t have all the answers and that there are other forces at play.

Therefore, given that we have found at least some merit in the militant’s argument, how do we survive this medical calamity, how will this affect tensions in the community, and what will be the financial costs? What will be required of the people? What are the intended the benefits of the financial rescue packages? How will changes be introduced? What could be unintended consequences of the changes? 

The medical fraternity, more than anyone, is familiar with the concept of side-effects. Not only do we need quick, clear and intelligent decisions and implementation; we also need the foresight and the agility to deal with the unintended.

Reflective competence is needed here, combined with a systems view—as important as the medical guidance is, it is not the whole story. We need to support our elected representatives and others who are charged with systems responsibility by contributing sensible and measured alternatives. As well as fully supporting the community, family and individual controls to curb this viral beast.

Militant experts are counter-productive.

Next week: WE are the Result

About the Author

Jeff Bell is Principal of executive consultancy ResultsWise in Perth, Western Australia. 

To boost your leadership, ask Jeff about consulting, coaching, strategic facilitation or his leadership course https://www.resultswise.com.au/advanced-leadership-course/

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