With their extensive knowledge in important fields of inquiry, subject-matter experts (SMEs) provide valuable information that aids in development of high-quality work products. This post focuses on two types of personnel whose work nearly always requires fruitful collaboration with SMEs: technical writers and instructional designers.
The Value of Technical Writers and Instructional Designers
A SME could likely “write the book” about their area of expertise. More than a few have done just that. So why do some companies use technical writers to create documentation and instructional designers to create training content instead of going straight to an SME? Because the best organizations know that, just as SMEs have their areas of expertise, so do technical writers and instructional designers.
Technical writers and instructional designers have specialized skills and training in areas such as planning and creating documents and training systems that are easily understood by specific target audiences. They analyze options to make important strategic decisions about trainees’ and readers’ knowledge levels and needs as well as development and formatting of content and graphics to communicate information on the page or screen as clearly as possible.
Collaboration between an SME and a technical writer or instructional designer does more than simply capture required knowledge. It also ensures dissemination of the knowledge in ways best understood and retained by any member of the specified audience.
Knowledge Management Tools for Success with SMEs
Following are some tips to help you succeed in working with SMEs.
Establishing a Solid Foundation for Collaboration
Starting and maintaining a workable, amicable relationship with a SME is extremely important to the success of your documentation and content. Your first interactions can end up dictating how the entire relationship works (or doesn’t). When you first meet:
· Thank the SME for meeting with you. It also doesn’t hurt to let them know how important
they are to this project. (They know this, but it lets them know you know it as well.)
· Ask the SME if they’ve worked with someone in your role before. If not, explain what you do.
· Ask the SME how they would prefer you contact them for information.
For example:
- Do they prefer regular meetings?
- Would they prefer phone or email communication?
- Would they like to share a document where you can add questions and they can respond
to the latest ones every week?
The best system includes regular meetings and an agreed method for responses
to simple questions that do not require a lot of discussion. Try to direct the SME
to this option, but do not demand it. Remain flexible to the SME’s
preferences because you are the one who needs access to their expertise.
· Ask if the SME can provide existing documentation that contains some of the information
you need.
· Do not leave your first meeting without a set plan for when you will meet next and how
you will communicate between now and then.
Respecting the Value of SMEs’ Time and Expertise
As you continue working with your SME, keep the following in mind:
· Your SME has something you need to be able to do your job, but they do not work
for you. While you do not work for them, sometimes it helps if you behave as if you do.
· Do not make demands. That method can quickly sour your relationship with an SME.
· Do not set deadlines. Instead, ask them if they can provide information by a certain date
and then negotiate a compromise as needed.
· Since SMEs do not need to care about what you are doing, be friendly and pleasant
to encourage them to care.
· Since SMEs’ time is precious:
- Be on time.
You may not be comfortable with the apparent subservient relationship between you and the SME. Keep in mind however, that your work’s success depends on the information they give you, but their job most likely does not depend on what you’re creating.
Dealing with a Difficult SME
You can be the nicest, most enjoyable person ever, but you can still end up not getting what you want from your SME. While you need to be flexible, there comes a point when you have done everything you can to get the information you need, but the SME is not cooperating.
The Chronic Rescheduler
You left your first meeting feeling great, with a meeting plan in place. However, as time passes, your SME keeps rescheduling or canceling meetings. Here are some things you can do:
· Remind your SME that regular meetings to elicit information are imperative to the success
of the project.
· Remind your SME that you worked with the SME to set up the schedule based on
the SME’s availability.
· Offer to work with the SME to establish a more amenable schedule.
These methods can make the SME aware that their chronic rescheduling or canceling delays the project’s progress. To avoid an uncomfortable conversation with their supervisor, they may drop the bad habit.
The Ghoster
You left your first meeting feeling great, with a plan for communicating between meetings in place. However, your SME never responds.
At the next meeting, ask your SME if they received your communications. If they say yes, but they “forgot” or didn’t have the time to respond, ask them if there is a better way to communicate between meetings since the plan in place doesn’t seem to be working. This suggestion could be enough to make them re-commit to the plan already in place and follow through.
The Condescender
You left your first meeting feeling…not great. Your SME is incredibly knowledgeable and forthcoming, but also very condescending. While you left the meeting with a meeting and communication plan in place, you’re dreading the next meeting because you also had to endure comments such as:
· “I could write this material better and faster than you could.”
· “I’m amazed that I need to explain this simple concept to you.”
· “I doubt you will understand how this complicated process works.”
Do your best to avoid taking such comments personally. Most likely, the SME acts in this way with almost anyone else. If the situation becomes unbearable, talk to your supervisor, who might convince the SME’s supervisor to speak to the SME about his unhelpful commentary. And, of course, if you believe you are being outright harassed, then have a discussion with your supervisor and HR.
Sparking Action
Spark Thought provides effective solutions designed to address an organization’s critical needs in regulatory compliance, operational excellence, and knowledge management. Contact us today at info@sparkthought.com.