Comment by edelbitter

(author here) I absolutely agree that knowledge transfer shouldn't be left to chance, and that there should be more consistent processes in place to make sure this happens. But I still think there's something to be gained from experts and novices having a more casual conversation about various topics.

When I was getting started in software, some of the most valuable conversations I had were after a technical meeting, when I could pick a seniors brain on the way out of the room, asking them why XYZ solution was dismissed immediately.

Encouraging frequent and casual conversation between experts & novices is key.

If you only do structured knowledge transfer you get to transfer whatever the expert thinks they should pass on and at best also what the novice thinks they should learn.

Which may or may not be the full expertise.

Not really. It's the same reason formal lectures are so much less valuable than one-on-one mentoring. An expert's value doesn't come from a bundle of facts, but from being able to figure out which facts you need to hear right this second given your current background, and figuring out how to present them so that you in particular can apply them. Having a motivating problem to discuss also helps both parties appropriately engage.

You can reduce the chance element a bit by having dedicated pairing time or something, and writing things down is better than nothing, but if you want to level up your juniors as fast as possible you'll definitely want some of that water cooler time.

It’s not either/or. No formal process or knowledge management system is so efficient that people won’t from time to time lack the context they need to make good decisions. Informal conversations made possible by seniors making themselves available and present makes up at least part of the shortfall. Moreover, informal conversations can benefit both parties. How many bad strategic decisions are made for want of on-the-ground context?

It’s a well-studied problem. See my recent book “Wholehearted: Engaging with Complexity in the Deliberately Adaptive Organisation”. Or if you prefer original sources to modern takes, note that Stafford Beer followed up Brain of the Firm with Heart of Enterprise. Between the two books, the most significant change in his Viable System Model was to address this issue.

What? No, those free form unguided interactions are very useful for most novices. They're not a replacement for more structured knowledge teansfer, but an important compliment. Sure some novices are just natural talents that can pick up complex material from structured content alone. They're few though.

> The expert’s intuition is often formidable, but rarely comprehensible. This inability to clearly explain their decisions is what makes it so useful for novices to spend time with experts. Often there’s an underlying pattern that the novice can pick up through careful observation, even if neither the expert nor the novice can properly articulate this pattern.

That explains part of it well. It's also an effect you can observe with graduate students of nobel prize winners tending to be "related" to professors who won nobel prizes or were part of their labs, etc. There's lessons imparted far beyond the structured material which is often available.

Things like mindset, culture, and more are shared this way.

Remote work is great, but it does limit these free form personal interactions which can be so invaluable. I'm a big fan of the potential for VR and AR to enable these experiences with remote work.