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<TITLE> Expert Advice vs. Good Judgment - From a recent business article (Hameivin Yavin)</TITLE>
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<P><FONT COLOR="#0000FF" FACE="Arial">KT<BR>
Joel Rich</FONT>
<BR><U><B><FONT FACE="Arial">Expert Advice vs. Good Judgment</FONT></B></U>
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<P><FONT FACE="Arial">However, all counsel is not created equal. Some business advice – legal, accounting, technical – reflects explicit expertise. The advice’s value is a direct function of its application to solve specific problems. In artificial-intelligence research over the last thirty years, the primary technology to address that kind of advice was called “expert systems” – the software codification of the rules of human expertise. Expert systems have been one of the quiet success stories of artificial intelligence, and many of their mathematical ingredients can be found embedded in recommendation engines.</FONT></P>
<P><FONT FACE="Arial">By contrast, important business advice often revolves around issues of “good judgment”: There is no inherently right answer, but there are almost always questions and approaches that might facilitate desirable outcomes. As a result, experts and advisers have different goals and different roles.</FONT></P>
<P><FONT FACE="Arial">An expert’s job is to be right – to solve the client’s problems through the application of technical and professional skill,” writes professional-services guru David Maister. “The advisor behaves differently. Rather than being in the right, the advisor’s job is to be helpful, providing guidance, input, and counseling to the client’s own thought and decision-making processes. The client retains control and responsibility at all times; the advisor’s role is subordinate to this, not that of a prime mover.”</FONT></P>
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