| Abstract: | We argue in this article that the discrepancy model of needs assessment is lacking in that it does not capture expert behavior, and hence can not lead to problem–solving expertise. With arguments based on a review of the theory and research literature related to problem solving and reflections based on practical experience, we contend that in the first instance, organizational problems are typically too illdefined and shrouded in ambiguity to be meaningfully captured by the model. In the real world, current and desired states cannot always be clearly articulated. We review literature showing that problem–solving expertise, while having a process component, is premised on possession of domain–specific knowledge. Expertise is knowledge based. It comes from wide and varied experience, based on learned principles and rules, which leads to problem categorization, to automacity, and to the deliberate selection or formulation of strategies. The expert draws on schemata stored in long–term memory. Thus we contend that by dwelling almost exclusively on the discrepancy approach to problem solving, the field of Human Resource Development unwittingly forfeits the opportunity to engage in a discourse which would be premised on expert practice. |
