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Managing the Unexpected: Sustained Performance in a Complex World, 3rd Edition by Kathleen M. Sutcliffe, Karl E. Weick

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Chapter 7Principle 5: Deference to Expertise

“What do snake oil salesmen, TV evangelists, chicken sexers, small motor mechanics, geologists, radiologists, and computer scientists all have in common? They all meet the minimum criterion of expertise, namely they all have a constituency that perceives them to be experts.”1

—Neil M. Agnew, Kenneth M. Ford, and Patrick J. Hayes

People who are surprised when something unexpected happens manage their way back toward an expected flow of events, or they reach out to people who can help them manage their way back. In this section we suggest some of the ways in which expertise is expressed in the context of the unexpected. First, however, we sample a handful of settings that prime our thinking about ...

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