Chapter 3The Ground Floor of Your Effectiveness Architecture: Knowledge and Methods
There’s an exchange in the venerable 1980s classic movie The Breakfast Club that perfectly encapsulates the themes of this chapter. Brian (“the brain”) and Bender (“the criminal”) are arguing about Brian’s otherwise perfect academic record being marred by an F in shop class.
Brian defends himself, stating “Did you know without trigonometry, there’d be no engineering?”
Bender fires back instantly: “Without lamps, there’d be no light.”1
Those two ways of thinking are what this chapter is about. The Knowledge portion of the Effectiveness Architecture is all about things like understanding the trigonometry that drives the engineering that underlies electricity; the Methods part is all about constructing lamps that actually turn on.
You need both personally; teams need both; organizations need both.
Let’s start by looking at Knowledge.
Knowledge: The Base
I want you to close your eyes and imagine a TV show—a procedural, specifically. Procedurals “focus on professional problem-solving in fields like law enforcement, medicine, and law.”2 If you’ve ever watched House, ER, Gray’s Anatomy, Law and Order (any of them!), Matlock, Suits, LA Law (I’m dating myself with that last one!), you’ve seen a procedural. Same format every week: detectives solve crimes, doctors diagnose and treat patients, lawyers argue cases.
This procedural is a little different, though. It’s about people doing a particular job, ...
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