On Expertise

There is a deep distrust of experts in America today. Influenced by populist politics, many question or downright ignore the recommendations of scientists, scholars, and others with specialized training. It appears that expertise, a critical component of democratic life, no longer appeals to wide swaths of the body politic. On Expertise is a robust defense of the expert class. Ashley Rose Mehlenbacher examines modern and ancient theories of expertise through the lens of rhetoric and interviews some forty professionals, revealing how they understand their own expertise and how they came to be known as “experts.” She shows that expertise requires not only knowledge and skill but also, crucially, an acknowledgment by others—both specialists and laypeople—that one is a credible authority. At its heart, expertise is a rhetorical construct, and to be persuasive, experts must have the ability to apply their knowledge and skills rightly—in the right way, at the right time, to achieve the right end. Ultimately, Mehlenbacher argues that experts apply their technical knowledge effectively and win others’ trust through acting prudently and cultivating goodwill. Timely, practical, and sophisticated, On Expertise provides vital scaffolding for our understanding of expertise and its real-world application. This book is essential for beginning the work of rehabilitating the expert class amid a politics of extreme populism and anti-intellectualism.

"In the early 1990s, a small group of "AIDS denialists," including a University of California professor named Peter Duesberg, argued against virtually the entire medical establishment's consensus that the human immunodeficiency virus (HIV) was the cause of Acquired Immune Deficiency Syndrome. Science thrives on such counterintuitive challenges, but there was no evidence for Duesberg's beliefs, which turned out to be baseless. Once researchers found HIV, doctors and public health officials were able to save countless lives through measures aimed at preventing its transmission"--

From the use of expert testimony in the courtroom to the advice we rely on to solve key economic, political, and social problems, expertise is an essential part of our decision-making process. However, the extent to which experts can be trusted is a subject of persistent and contentious debate. The Philosophy of Expertise is the first collection to explore the fundamental philosophical issues surrounding these authorities and their expert knowledge. Part 1 considers the problems surrounding the issue of trust and deference; part 2 launches a phenomenological clarification of expertise that pinpoints the universal structures embodied in cognition and affect; and part 3 examines the consequences of the social and technical externalization of expertise. Contributors including Edward Said, Alvin Goldman, Peter Singer, Hubert Dreyfus, Julia Annas, Harry Collins, and Don Ihde draw on a number of intellectual approaches to explore the justification of expert authority, the potentially dangerous role of expertise in a liberal democratic society, how laypeople can critique experts, and the social and ideological character of expert advice. The contributors also discuss the reasoning process of judges and juries, the ancient Greek view of moral conduct, and the incorporation of experts into governmental bureaucracy. By honestly tackling the legitimacy and consistency of various positions, this volume sheds much-needed light on the theoretical dimensions of a controversial and pervasive practice. Contributors: Alvin I. Goldman, Don Ihde, Edward Said, Evan Selinger and John Mix, Evan Selinger and Robert P. Crease, H. M. Collins and Robert Evans, Hélène Mialet, Hubert Dreyfus, John Hardwig, Julia Annas, Paul Feyerabend, Peter Singer, Scott Brewer, Steve Fuller, Steven Turner

A new model for the relationship between science and democracy that spans policymaking, the funding and conduct of research, and our approach to new technologies Our ability to act on some of the most pressing issues of our time, from pandemics and climate change to artificial intelligence and nuclear weapons, depends on knowledge provided by scientists and other experts. Meanwhile, contemporary political life is increasingly characterized by problematic responses to expertise, with denials of science on the one hand and complaints about the ignorance of the citizenry on the other. Politics and Expertise offers a new model for the relationship between science and democracy, rooted in the ways in which scientific knowledge and the political context of its use are imperfect. Zeynep Pamuk starts from the fact that science is uncertain, incomplete, and contested, and shows how scientists’ judgments about what is significant and useful shape the agenda and framing of political decisions. The challenge, Pamuk argues, is to ensure that democracies can expose and contest the assumptions and omissions of scientists, instead of choosing between wholesale acceptance or rejection of expertise. To this end, she argues for institutions that support scientific dissent, proposes an adversarial “science court” to facilitate the public scrutiny of science, reimagines structures for funding scientific research, and provocatively suggests restricting research into dangerous new technologies. Through rigorous philosophical analysis and fascinating examples, Politics and Expertise moves the conversation beyond the dichotomy between technocracy and populism and develops a better answer for how to govern and use science democratically.

Subject matter experts are the most valuable members of any organization—period. They establish vision, forge paths, create products, solve problems, sell customers, define policies, and cure ailments. Companies cannot prosper without them, since unlike non-experts, they provide the scaffolding upon which all other functions of the organization depend. They hold the jewels of knowledge in their organizations and are typically the top performers in their fields. But few company leaders ensure their experts are thoroughly developed as experts and often leave their effectiveness to chance. Alan Berrey addresses the challenges that confront experts and explores the techniques of top performers, including how they apply their expertise and maximize their power. Have you ever wondered how people judge your expertise and why it matters in your career? Beyond Expertise is about the craft of the expert—the artful application of expertise. It is about bringing your expertise out of the dark and maximizing your impact. It is about honing your influence with clients and boosting your authority with colleagues. In short, it is about becoming a compelling agent of change in any environment and with any audience. Alan Berrey is the founder of Expert Dig, Inc., a research and training venture committed to the advancement of corporate experts. With decades-long experience as a subject matter expert, he was CEO of multiple start-ups and vice president of business development at multiple technology companies. He has served clients in high-tech, manufacturing, financial services, telecommunications, transportation, health care, and government.

Speed in acquiring the knowledge and skills to perform tasks is crucial. Yet, it still ordinarily takes many years to achieve high proficiency in countless jobs and professions, in government, business, industry, and throughout the private sector. There would be great advantages if regimens of training could be established that could accelerate the achievement of high levels of proficiency. This book discusses the construct of ‘accelerated learning.’ It includes a review of the research literature on learning acquisition and retention, focus on establishing what works, and why. This includes several demonstrations of accelerated learning, with specific ideas, plans and roadmaps for doing so. The impetus for the book was a tasking from the Defense Science and Technology Advisory Group, which is the top level Science and Technology policy-making panel in the Department of Defense. However, the book uses both military and non-military exemplar case studies. It is likely that methods for acceleration will leverage technologies and capabilities including virtual training, cross-training, training across strategic and tactical levels, and training for resilience and adaptivity. This volume provides a wealth of information and guidance for those interested in the concept or phenomenon of "accelerating learning"— in education, training, psychology, academia in general, government, military, or industry.

As seen in Fast Company, Inc., Entrepreneur, Quartz at Work, Big Think, Chief Learning Officer, Chief Executive Officer, and featured in the Financial Times, and Forbes Recommended Reading for Creative Leaders. Nominated for a GetAbstract International Book Award at Frankfurt Book Fair, as one of the top 10 business books of the year 2019 Selected as a best business book of 2019 by SoundView Keeping people's skills in sync with fast-changing markets is the biggest challenge of our time. The workplace is going through a large-scale transition with digitization, automation, and acceleration. Critical skills and expertise are imperative for companies and their employees to succeed in the future, and the most forward-thinking companies are being proactive in adapting to the shift in the workforce. Kelly Palmer, Silicon Valley thought-leader from LinkedIn, Degreed, and Yahoo, and David Blake, co-founder of Ed-tech pioneer Degreed, share their experiences and describe how some of the smartest companies in the world are making learning and expertise a major competitive advantage. The authors provide the latest scientific research on how people really learn and concrete examples from companies in both Silicon Valley and worldwide who are driving the conversation about how to create experts and align learning innovation with business strategy. It includes interviews with people from top companies like Google, LinkedIn, Airbnb, Unilever, NASA, and MasterCard; thought leaders in learning and education like Sal Khan and Todd Rose; as well as Thinkers50 list-makers Clayton Christensen, Daniel Pink, and Whitney Johnson. TheExpertise Economy dares you to let go of outdated and traditional ways of closing the skills gap, and challenges CEOs and business leaders to embrace the urgency of re-skilling and upskilling the workforce.

Focusing on experts in technology and science, Building Europe on Expertise delivers a new reading of European history. The authors show that modern Europe was built by experts using their unique knowledge to shape societies, set political agendas, and establish collaborations which proved decisive in integrating the continent. The Making Europe series was awarded the Freeman Award by the European Association for the Study of Science and Technology (EASST) in 2014, in recognition of its significant contribution to the interaction of science and technology studies with the study of innovation.

In recent political debates there has been a significant change in the valence of the word “experts” from a superlative to a near pejorative, typically accompanied by a recitation of experts’ many failures and misdeeds. In topics as varied as Brexit, climate change, and vaccinations there is a palpable mistrust of experts and a tendency to dismiss their advice. Are we witnessing, therefore, the “death of expertise,” or is the handwringing about an “assault on science” merely the hysterical reaction of threatened elites? In this new book, Gil Eyal argues that what needs to be explained is not a one-sided “mistrust of experts” but the two-headed pushmi-pullyu of unprecedented reliance on science and expertise, on the one hand, coupled with increased skepticism and dismissal of scientific findings and expert opinion, on the other. The current mistrust of experts is best understood as one more spiral in an on-going, recursive crisis of legitimacy. The “scientization of politics,” of which critics warned in the 1960s, has brought about a politicization of science, and the two processes reinforce one another in an unstable, crisis-prone mixture. This timely book will be of great interest to students and scholars in the social sciences and to anyone concerned about the political uses of, and attacks on, scientific knowledge and expertise.

Forget the 10,000 hour rule— what if it’s possible to learn the basics of any new skill in 20 hours or less? Take a moment to consider how many things you want to learn to do. What’s on your list? What’s holding you back from getting started? Are you worried about the time and effort it takes to acquire new skills—time you don’t have and effort you can’t spare? Research suggests it takes 10,000 hours to develop a new skill. In this nonstop world when will you ever find that much time and energy? To make matters worse, the early hours of prac­ticing something new are always the most frustrating. That’s why it’s difficult to learn how to speak a new language, play an instrument, hit a golf ball, or shoot great photos. It’s so much easier to watch TV or surf the web . . . In The First 20 Hours, Josh Kaufman offers a systematic approach to rapid skill acquisition— how to learn any new skill as quickly as possible. His method shows you how to deconstruct com­plex skills, maximize productive practice, and remove common learning barriers. By complet­ing just 20 hours of focused, deliberate practice you’ll go from knowing absolutely nothing to performing noticeably well. Kaufman personally field-tested the meth­ods in this book. You’ll have a front row seat as he develops a personal yoga practice, writes his own web-based computer programs, teaches himself to touch type on a nonstandard key­board, explores the oldest and most complex board game in history, picks up the ukulele, and learns how to windsurf. Here are a few of the sim­ple techniques he teaches: Define your target performance level: Fig­ure out what your desired level of skill looks like, what you’re trying to achieve, and what you’ll be able to do when you’re done. The more specific, the better. Deconstruct the skill: Most of the things we think of as skills are actually bundles of smaller subskills. If you break down the subcompo­nents, it’s easier to figure out which ones are most important and practice those first. Eliminate barriers to practice: Removing common distractions and unnecessary effort makes it much easier to sit down and focus on deliberate practice. Create fast feedback loops: Getting accu­rate, real-time information about how well you’re performing during practice makes it much easier to improve. Whether you want to paint a portrait, launch a start-up, fly an airplane, or juggle flaming chain­saws, The First 20 Hours will help you pick up the basics of any skill in record time . . . and have more fun along the way.