I hope it’s obvious that we need both types of expert. The transport domain experts know the industry and the problems, and they know WHAT they want to achieve through modelling. The technical experts know HOW to build new models efficiently, and apply fresh techniques.
There is a certain magic when these two come together.
In each of the industries I’ve worked, I’ve seen the magic that happens when domain and non-domain experts come together. Creative and well-targeted solutions to real problems emerge, taking advantage of new technology and techniques, whilst learning lessons from experience.
When experts go bad
I’ve also seen things go very wrong if either side dominates too much. If domain experts have too much power, there is too much emphasis on existing processes (‘the way we do things’), leading to systems not being updated, a lack of fresh ideas and an inability to respond to new challenges.
If the technical experts have too much power, then modelling and analysis quickly becomes unhelpful; models don’t address the key questions, overlook real life constraints or, work focuses on what’s technically interesting over what helps.
And there are (many) other ways the relationship between domain and non-domain experts can fail. Sometimes the model is treated as a ‘black box’ by domain experts, so that they don’t engage with the fundamental truths the model is representing (or maybe failing to represent). Or the technical experts oversell new and innovative methods as a panacea for existing problems, overlooking simpler solutions.
Where am I in all this?
As I’ve moved between industries, I’ve often been unable to identify as a domain specialist, so have tended to act as a ‘technical expert’.
However, as I’ve grown to know more about transport and the context of modelling, I now feel I know less about the ‘technical’ side of modelling. I’m a senior modeller, a project manager, aspiring perhaps to be a ‘thought leader’ and mentor to the next generation, but not a ‘doer’.
Back where I began
Maybe most modellers and analysts ultimately become ‘domain specialists’: you know WHAT needs doing and can manage the process but are less able to bring the HOW, but then it doesn’t matter if you can manage the people who do.
However, I think there is a third way, which a role that all too often gets forgotten between the WHAT and the HOW. It’s something that takes me back to my original training, and also explains my habit of asking awkward questions throughout my career!
You see, I trained in OR. Many OR people drift during their careers from identifying in OR to being either a domain expert or a technical/analytical expert. But some OR habits never leave you, and for me the critical thing is that OR people don’t just ask WHAT or HOW. They ask WHY: Why do you want to do that? Why is this the normal approach? Why is this important? Why is that not important?
They also ask WHAT IF and HOW ABOUT, think about what solutions we really need, and strive to understand the whole process to produce solutions.
One good friend and distinguished transport domain expert often talks of the ‘Philosophy of Transport Modelling’, and another highlighted to me the increasing need for ‘diversity of thought’ in transport planning. I think these are both great ways of thinking, which fit nicely in this third area.
It’s increasingly recognised that transport modelling needs to think really deeply about the right approaches, avoid falling into the trap of narrow-thinking, but not be distracted by new techniques which promise much but may not deliver.
Be a thoughtful imposter
So I’ve finally learned to embrace both my OR background and my itinerant career. It’s a position where I can happily step back at any point and ask important (awkward) questions, which I love doing!
WHY is not more important than WHAT or HOW. Transport experts and pure modellers are both capable of stepping back and asking WHY. We all contain a mixture of these different approaches, applied at different times and with different emphasis.
Imposter syndrome strikes us all at some point. It is a sign of our own self-awareness rather than weakness. Provided you ask the right questions you can come from either side, or even from outside, and help be part of the solution.
Asking WHY is an important part of our toolkit and that knowing less can be turned to an advantage. Long live the thoughtful imposter and long live operational research.
