External Consultants Versus Internal Experts
In the professional world, it’s not uncommon for organizations to place a higher value on the opinions of external consultants than on their own internal experts. This paradox can be frustrating for employees who are highly skilled and knowledgeable in their field but find their insights and suggestions often overlooked or undervalued once they are part of the organization. Understanding the reasons behind this phenomenon can help both employees and organizations create a more balanced and effective working environment.
The Prestige of External Consultants:
Perception of Expertise: External consultants are often perceived as more knowledgeable and unbiased. Their outsider status is believed to bring fresh perspectives and innovative solutions that internal employees might overlook due to familiarity bias.
Validation: Hiring an external consultant is seen as a way to validate decisions or strategies. Organizations feel reassured that their direction is correct when an outsider corroborates it, even if the same advice has been given by internal staff.
Experience: Consultants often have experience across multiple industries and organizations. This breadth of experience can be seen as an advantage, providing broader insights and proven methodologies that internal employees may not possess.
The Internal Expert Paradox:
Familiarity Breeds Contempt: When employees are hired, their initial expertise is acknowledged and valued. However, over time, their familiarity with the organization can lead to their insights being taken for granted. This phenomenon is often encapsulated by the phrase “familiarity breeds contempt.”
Institutional Bias: Internal politics and biases can influence how the opinions of employees are received. If an employee is perceived as aligning too closely with certain factions or agendas, their insights may be dismissed or undervalued.
Overlooked Achievements: The daily grind of internal operations can overshadow the achievements and contributions of employees. Unlike external consultants, who highlight their successes in case studies and marketing materials, internal employees’ contributions can become part of the background noise.
Psychological Factors:
Confirmation Bias: Organizations may seek confirmation of their existing beliefs and strategies. External consultants are brought in to affirm these biases, whereas internal employees, who challenge the status quo, may be seen as disruptors.
Social Proof: There is a tendency to value opinions that come with external validation. An external consultant’s advice is often perceived as more credible simply because it comes from an outsider who is believed to have a broader perspective.
Attribution Theory: According to this theory, successes are often attributed to external factors while failures are attributed to internal factors. This can lead to a skewed perception where external consultants are seen as bringing success, while internal employees are associated with day-to-day challenges and setbacks.
The Value of Internal Expertise:
Institutional Knowledge: Internal experts possess deep institutional knowledge that external consultants lack. They understand the organization’s culture, processes, and history, which can be crucial for implementing effective and sustainable solutions.
Commitment: Internal employees are more invested in the long-term success of the organization. Unlike external consultants, who may move on to the next client, internal experts remain committed to seeing through the implementation and ensuring its success.
Cost-Effectiveness: Relying on internal experts can be more cost-effective than constantly hiring external consultants. Investing in the development and recognition of internal talent can yield significant long-term benefits.
Bridging the Gap:
Recognize and Leverage Internal Talent: Organizations need to actively recognize and leverage the expertise of their internal employees. This involves creating platforms for employees to share their insights and contributions, and ensuring their voices are heard in decision-making processes.
Develop a Culture of Trust: Building a culture of trust where internal experts feel valued and their opinions respected is essential. This includes addressing biases and ensuring that internal politics do not overshadow the value of employees’ contributions.
Balance External and Internal Insights: While external consultants can provide valuable perspectives, it’s crucial to balance these with the insights of internal experts. This ensures that solutions are not only innovative but also practical and sustainable within the context of the organization.
Encouraging Collaboration:
Joint Problem-Solving: Encourage collaboration between internal experts and external consultants. This can lead to a synergy where both parties bring their strengths to the table, resulting in more comprehensive and effective solutions.
Continuous Development: Invest in the continuous development of internal employees. Providing opportunities for learning and growth can ensure that internal experts remain at the forefront of their fields and are recognized for their ongoing contributions.
Organizations often fall into the trap of valuing external consultants more than their own internal experts. By recognizing the underlying reasons for this bias and taking steps to bridge the gap, organizations can harness the full potential of their internal talent. Building a culture that values and leverages the expertise of internal employees, while also incorporating the fresh perspectives of external consultants, can lead to more innovative, effective, and sustainable solutions.
