Department Of Marketing

Summery
On
Don’t Be Blinded by Your Own Expertise

MKT-504: Principles of Management

Masters of Business Administration (EMBA)
Sec- A

Submitted to
Koushik Prashad Pathak
Assistant Professor
Department of Marketing, University of Dhaka

Submitted by
Nasim Mahmud Tusher
ID- 41942052
Date of Submission: 24/01/2020
 Summery

As the dynamics of our businesses change, we risk being bypassed or replaced by colleagues on
the rise, outsiders adept at learning new things, or AI algorithms that can perform rote tasks faster
and better than we can. Many executives I encounter tell me they don’t want to be handcuffed by
their own expertise, but in the endless stream of meetings, emails, deadlines, and goals, they can’t
seem to find the time to learn new skills and approaches. Aron Ain, the CEO of the software
company Kronos, has described his habit of walking around the office to kibitz or hold impromptu
focus groups with employees at all levels of his organization to get their opinions on pressing
business issues and glean new insights. Leaders and managers agglutinate in the expertise trap
don’t just blind themselves to new ideas—they stop experimenting and taking risks, which
ultimately leads to their downfall, because they’re rarely learning anything new. Challenge
yourself to break new ground by welcoming any unfamiliar or unusual assignments you get and
treating them as “science experiments.” Give yourself permission to set aside established rules and
try different ways of accomplishing tasks. Doing things differently may not necessarily take longer
(and may even lead to new efficiencies), but it’s still worth asking your boss for leeway, pointing
out that you’re actively experimenting and taking some risks for the team’s benefit.
Prevalent and dangerous as the expertise trap is, we can escape it—or avoid it entirely—by
rebalancing our professional identities, checking our assumptions, listening to teammates,
engaging different voices, finding new role models, challenging ourselves with new pursuits, and
learning from our mistakes.
 PLAGIARISM SCAN REPORT

Words 272 Date January 23,2020

Characters 1762 Exclude Url

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As the dynamics of our businesses change, we risk being bypassed or replaced by colleagues on the rise, outsiders adept at
learning new things, or AI algorithms that can perform rote tasks faster and better than we can. Many executives I encounter
tell me they don’t want to be handcuffed by their own expertise, but in the endless stream of meetings, emails, deadlines, and
goals, they can’t seem to find the time to learn new skills and approaches. Aron Ain, the CEO of the software company Kronos,
has described his habit of walking around the office to kibitz or hold impromptu focus groups with employees at all levels of
his organization to get their opinions on pressing business issues and glean new insights. Leaders and managers agglutinate
in the expertise trap don’t just blind themselves to new ideas—they stop experimenting and taking risks, which ultimately
leads to their downfall, because they’re rarely learning anything new. Challenge yourself to break new ground by welcoming
any unfamiliar or unusual assignments you get and treating them as “science experiments.” Give yourself permission to set
aside established rules and try different ways of accomplishing tasks. Doing things differently may not necessarily take longer
(and may even lead to new efficiencies), but it’s still worth asking your boss for leeway, pointing out that you’re actively
experimenting and taking some risks for the team’s benefit. Prevalent and dangerous as the expertise trap is, we can escape it
—or avoid it entirely—by rebalancing our professional identities, checking our assumptions, listening to teammates, engaging
different voices, finding new role models, challenging ourselves with new pursuits, and learning from our mistakes.

Sources Similarity

Your Expertise May Be Holding You Back | Learn from mistakes.Compare text
And as the dynamics of our businesses change, we risk being bypassed or replaced by colleagues on the rise,
outsiders adept at learning new things, or artificial intelligence algorithms that can perform rote tasks faster 10%
and better than we can. Over time the very expertise that led to...
https://hbr.org/2019/05/dont-be-blinded-by-your-own-expertise