Getting what is in their heads.
WHY IT IS DIFFICULT
People do not know what they know.
WHAT THAT MEANS
Asking someone to write down how they do their job produces an incomplete account.
WHAT WORKS BETTER
Watching them do it, and asking about what you observe.
WHAT TO ASK
Why they did that What would happen if they did not How they knew to do that What they check What goes wrong, and how they know
WHY THAT LAST QUESTION
It surfaces the judgement that distinguishes competence from following steps.
WHAT TO LOOK FOR
Steps they perform without mentioning Decisions made automatically Checks they do not describe as checks Exceptions handled without comment
WHAT ANOTHER APPROACH IS
Having them teach someone, and documenting what they say.
WHY
Teaching forces articulation.
WHAT ANOTHER IS
Having a newer person write the document, asking questions as they go.
WHY THAT WORKS
They do not share the assumptions, so they ask what the expert would omit.
WHAT TO CAPTURE ALONGSIDE PROCEDURE
Contacts and who to call Where things are Passwords and access, held securely What the person worries about
WHY THAT LAST ITEM
It identifies risks nobody has written down.
WHAT TO DO WHEN SOMEONE RESIGNS
Begin immediately.
WHY
The notice period is the only opportunity.
WHAT TO PRIORITISE THEN
Anything that would stop operations.
