Our ability to contribute depends on how clearly we are able to see and map the domain spaces that we operate within. We can a see domain as a network of roles and we can see domains as clusters of know spaces. This is also a way of appreciating the way a domain operates and works. If we can do that then we can see how contribution becomes a two-way street at the workplace.
Engineering for instance is a domain that has multiple know-how spaces. Let us take the example of project management which is an engineering know-how space. In the oil industry, possibilities for project managers are the maximum. Especially if you are working in the public sector in India because of the large scale it operates on. On the other hand if you want to do process management, an oil company in the private sector would be a good place to develop your careers. When we appreciate our careers in this manner, then we can say that we are being led by know-how.
What is know-how? I would say that it is not skill, it is not an aptitude. It is the space between skill and domain. A good institution or an organisation needs all kinds of know-how within its domain. For an individual, at different points in the journey, know-how spaces change.
Questions to think about
Q: Is know-how a limiting or a liberating concept?
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