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Purchase this case cb.p.harvard cbmp product PDF ENG HARVARD BUSINESS SCHOOL CASE Discovery Limited Discovery Limited is a South African based insurance company. Started in the early s Discovery used behavioral economics and data collection to innovate in the health care insurance industry. Its founder Adrian Gore believed that the company s products needed to not only make money but also have a positive impact on society.
Using its VitalityHow to Break the Expert’s Curse by Carmen Nobel Experts could be our most powerful teachers—but often they ve lost the ability to connect with novices. Research by Ting Zhang reveals how experts can rediscover the experie Poland Mobile Number List nce of inexperience. Irish playwright George Bernard Shaw famously wrote He who can does. He who cannot teaches. But it s often more accurate to say He who can do can t teach. It s natural for novices to seek out experts for guidance. That s why many organizations adopt formal mentorship and training programs. make lousy teachers. Experts are sometimes so steeped in expertise that they don t remember what it was like to be a newbie—in terms of both how much they knew and how they felt back then.
The memory gap leads to an empathy gap. Having a lot of knowledge and skills can make it harder for these experts to transfer what they ve learned to people who know very little about what the experts do says Ting Zhang a doctoral student in the Negotiation Organizations and Markets unit at Harvard Business School. “THERE S ONE UNDERLYING QUESTION BEHIND THIS RESEARCH HOW DO YOU HELP EXPERTS HELP NOVICES ” Researchers refer to the problem as the curse of knowledge.
Using its VitalityHow to Break the Expert’s Curse by Carmen Nobel Experts could be our most powerful teachers—but often they ve lost the ability to connect with novices. Research by Ting Zhang reveals how experts can rediscover the experie Poland Mobile Number List nce of inexperience. Irish playwright George Bernard Shaw famously wrote He who can does. He who cannot teaches. But it s often more accurate to say He who can do can t teach. It s natural for novices to seek out experts for guidance. That s why many organizations adopt formal mentorship and training programs. make lousy teachers. Experts are sometimes so steeped in expertise that they don t remember what it was like to be a newbie—in terms of both how much they knew and how they felt back then.
The memory gap leads to an empathy gap. Having a lot of knowledge and skills can make it harder for these experts to transfer what they ve learned to people who know very little about what the experts do says Ting Zhang a doctoral student in the Negotiation Organizations and Markets unit at Harvard Business School. “THERE S ONE UNDERLYING QUESTION BEHIND THIS RESEARCH HOW DO YOU HELP EXPERTS HELP NOVICES ” Researchers refer to the problem as the curse of knowledge.
