Why “Knowledgeable Enough to Be Dangerous” Matters More Than Being an Expert

When there are daily priorities to handle or fires to put out, it can be hard to get your team to slow down and think about something more strategic. It often feels vague or unproductive to people who want to focus on the tasks in front of them. That hesitation is real. So the question becomes how to get a team fully engaged in an improvement effort when time and interest are limited.

Most people across any organization have ideas about what could be better. They just may not be familiar with formal process improvement methods. That is why the goal for many organizations should be to build a team that is "knowledgeable enough to be dangerous". In other words, they know enough to use the tools in their daily roles when they need them. Your aim is to show your team that improvement is achievable and help them feel confident taking on projects when opportunities come up. If you can get to that point, your organization is in a strong place.

Here’s how we recommend getting started. Pick something to improve and build excitement around it. The specific choice matters far less than the experience you create for the team. If the process feels welcoming, people will be more willing to step away from their daily work and participate.

There are a few things that help set the tone:

1. Avoid overthinking what to improve. It is easy to get stuck trying to pick the perfect starting point. Your bigger goal is to build an improvement mindset, so the exact topic is less important than the momentum you create.

2. Shape a plan that makes sense for your team. There is plenty of PI material out there. Focus on what fits your group and your needs.

Each trail is different, and each team is too. Pick the material that works best for your team’s needs, learning styles, and industry.

3. Give context before diving into the work. Make space to explain the tools and concepts you plan to use. A PI effort is a great opportunity for the team to learn the tools in a hands-on way.

4. Set a meeting cadence that respects people’s time. Keep it consistent but avoid dragging it out. A steady rhythm helps the team stay engaged.

5. Set a few ground rules. Keep it collaborative. No blame. Respect all ideas. Create an environment where people feel safe contributing.

If you can build around these points, your team will likely enjoy the process. That experience is what builds confidence, knowledge, and interest in doing more. It shows people that improvement is possible within their time constraints and that they do not need to be experts to make meaningful changes.