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21 February 2011
How to use experts — and when not to: Noreena Hertz on TED.com
We make important decisions every day — and we often rely on experts to help us decide. But, says economist Noreena Hertz, relying too much on experts can be limiting and even dangerous. She calls for us to start democratizing expertise — to listen not only to “surgeons and CEOs, but also to shop staff.” (Recorded at TEDSalon, November 2010, in London, UK. Duration: 18:19)
Watch Noreena Hertz’ talk on TED.com where you can download it, rate it, comment on it and find other talks and performances from our archive of 800+ TEDTalks.








Alisa Shabanova
I think that ‘to switch on brain’ is generally good idea but we should remember that if something is ‘switched on’ it consumes energy. People or other systems always tend to a minimal energy expenditure / maximal result balance. It’s an immanent property of a natural system. In this way, we cannot ‘switch on brain’ every time we need to make a decision because we don’t have enough energy to keep the brain system on all the time.
When we use something finished, for example, expert’s opinion, we try to reduce the consumption of energy – not because we are lazy but because we have limited energy resource and we need to set priorities. I think that the main reason to use someone’s help is the lack of energy – not the lack of knowledge or experience.
To keep the right energy balance we must be very careful when we choose our experts and decisions for delegation – and that’s all. We cannot work out thoroughly 100% of decisions, so we need to select right people who can give right advices and keep the control functions, for example, to analyze the results after we followed the advices of expert, or to get second opinion at times. We also need to make very important decisions by ourselves and don’t try to delegate them (or blindly follow someone’s advise) because the price of a mistake is high.
To sum up, I think that the real question is not ‘to listen or not to listen experts’ but ‘to whom do we listen’ and ‘what kind of decisions we can delegate’.