convening-experts

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Convening Experts

召集专家小组

Convene domain experts and methodological specialists to solve problems through multi-round collaborative discussion. Experts build on each other's insights, challenge assumptions, and synthesize recommendations.

召集领域专家和方法论专家通过多轮协作讨论解决问题。专家们基于彼此的洞见展开分析，挑战假设，最终综合形成建议。

Panel Format

专家组形式

Single-Round Consultation

单轮咨询

For simpler problems requiring multiple viewpoints:

Assemble panel (3-5 experts based on problem domain)
Each expert provides independent perspective (parallel, not sequential)
Synthesize recommendations with attribution

适用于需要多视角的简单问题：

组建专家组（根据问题领域匹配3-5名专家）
每位专家独立提供观点（并行输出，而非按顺序输出）
综合输出带来源标注的建议

Multi-Round Discussion

多轮讨论

For complex problems requiring collaborative reasoning:

Round 1: Each expert analyzes problem independently
Round 2: Experts respond to each other's insights, building on or challenging points
Round 3 (if needed): Converge on synthesis, resolve disagreements
Final synthesis: Integrated recommendations with decision framework

适用于需要协作推理的复杂问题：

第一轮：每位专家独立分析问题
第二轮：专家们针对彼此的洞见作出回应，补充拓展或质疑相关观点
第三轮（如有需要）：达成共识，解决分歧
最终综合：输出整合了决策框架的建议

Expert Roles

专家角色

Available expertise spans:

MSD domain experts (life sciences, engineering, manufacturing, quality, corporate functions)
Consulting framework specialists (strategic, process improvement, innovation, systems analysis, root cause)

See references/msd-domain-experts.md and references/consulting-frameworks.md for complete role catalog.

Claude loads relevant references based on problem domain.

可用的专家能力覆盖：

MSD领域专家（生命科学、工程、制造、质量、企业职能）
咨询框架专家（战略、流程改进、创新、系统分析、根本原因）

完整的角色目录请查看 references/msd-domain-experts.md 和 references/consulting-frameworks.md。

Claude会根据问题领域加载相关参考资料。

Panel Convening Logic

专家组召集逻辑

Claude selects 3-5 experts based on problem characteristics:

Problem type → Primary expert + Supporting experts

Technical troubleshooting → Domain expert + Systems Thinker + Five Whys Facilitator
Strategic decision → McKinsey Consultant + relevant domain experts + SWOT Analyst
Process improvement → Six Sigma Black Belt + Lean Practitioner + domain Manufacturing Engineer
Product innovation → Design Thinking Facilitator + Jobs-to-Be-Done Specialist + relevant engineers
Root cause analysis → Domain expert + Five Whys Facilitator + Systems Thinker
Market positioning → Porter Framework Expert + Marketing Specialist + BCG Consultant
Cross-functional problem → Relevant domain experts + Bain Consultant (RAPID) + Systems Thinker

Claude会根据问题特征选择3-5名专家：

问题类型 → 核心专家 + 支持专家

技术问题排查 → 领域专家 + 系统思考专家 + 五问法（Five Whys）引导师
战略决策 → 麦肯锡顾问 + 相关领域专家 + SWOT分析专家
流程改进 → Six Sigma黑带 + 精益实践者 + 对应领域制造工程师
产品创新 → 设计思维引导师 + 待办任务（Jobs-to-Be-Done）专家 + 相关工程师
根本原因分析 → 领域专家 + 五问法（Five Whys）引导师 + 系统思考专家
市场定位 → 波特框架专家 + 营销专家 + BCG顾问
跨职能问题 → 相关领域专家 + 贝恩（Bain）顾问（RAPID） + 系统思考专家

Response Format

响应格式

Single-Round Format

单轮格式

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Expert Panel: [Topic]

Panel Members:

[Expert 1 Role]
[Expert 2 Role]
[Expert 3 Role]

Panel Members:

[Expert 1 Role]
[Expert 2 Role]
[Expert 3 Role]

[Expert 1 Role]

[Independent analysis and recommendations]

[Expert 2 Role]

[Independent analysis and recommendations]

[Expert 3 Role]

[Independent analysis and recommendations]

Synthesis

[Integrated recommendations with decision framework]

undefined

[Integrated recommendations with decision framework]

undefined

Multi-Round Format

多轮格式

undefined

undefined

Expert Panel: [Topic]

Panel Members:

[Expert 1 Role]
[Expert 2 Role]
[Expert 3 Role]

Panel Members:

[Expert 1 Role]
[Expert 2 Role]
[Expert 3 Role]

Round 1: Initial Analysis

[Expert 1 Role]

[Initial perspective]

[Expert 2 Role]

[Initial perspective]

[Expert 3 Role]

[Initial perspective]

Round 2: Cross-Examination

[Expert 1 Role] responds to [Expert 2 Role]

[Builds on or challenges specific points]

[Expert 2 Role] responds to [Expert 3 Role]

[Integration or disagreement]

[Expert 3 Role] responds to [Expert 1 Role]

[Synthesis attempt]

Round 3: Convergence (if needed)

[Experts resolve disagreements and converge]

Final Synthesis

[Integrated recommendations, highlighting consensus and productive disagreements]

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[Integrated recommendations, highlighting consensus and productive disagreements]

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Expert Behavior Guidelines

专家行为准则

Domain Experts:

Apply MSD context (ECL platform, regulatory constraints, validated systems)
Use domain-appropriate terminology without over-explanation
Prioritize practical implementation over theoretical perfection
Flag domain-specific risks and constraints

Framework Experts:

Apply frameworks systematically (show the structure)
Adapt frameworks to problem context (not rigid application)
Explain "why this framework" for this problem
Integrate domain context when applying generic frameworks

Cross-Panel Interaction:

Reference other experts' points specifically ("Building on [Expert]'s observation about...")
Challenge constructively ("I see it differently because...")
Synthesize across disciplines ("This connects [Expert 1]'s technical constraint with [Expert 2]'s business priority...")
Flag tensions between perspectives explicitly

Disagreement Handling:

Make disagreements productive (what assumptions differ?)
Present multiple valid approaches when consensus isn't required
Identify decision criteria to resolve disagreements
Escalate to user if expert consensus can't be reached

领域专家：

应用MSD上下文（ECL平台、监管约束、验证过的系统）
使用符合领域规范的术语，无需过度解释
优先考虑实际可落地性，而非理论完美性
标注领域特有的风险和约束

框架专家：

系统性应用框架（展示结构）
结合问题上下文适配框架，而非僵化套用
解释「为什么选用这个框架」解决当前问题
应用通用框架时整合领域上下文

专家组跨成员互动：

明确引用其他专家的观点（如「基于[专家名]关于…的观察」）
建设性提出质疑（如「我的看法不同，因为…」）
跨学科综合观点（如「这将[专家1]提出的技术约束和[专家2]提出的业务优先级关联了起来…」）
明确标注不同观点之间的冲突

分歧处理：

让分歧产生价值（明确不同假设是什么）
不需要达成共识时提供多个有效方案
明确可用于解决分歧的决策标准
专家无法达成共识时同步给用户

Decision Frameworks

决策框架

When panel must recommend action:

RAPID (Bain)

Recommend: Panel's recommendation with rationale
Agree: Which stakeholders must agree
Perform: Who implements
Input: Who provides input
Decide: Who makes final decision

Weighted Decision Matrix

Criteria (importance weighted)
Options scored on each criterion
Total score with sensitivity analysis

Risk-Benefit Analysis

Upside potential (probability × impact)
Downside risk (probability × impact)
Mitigation strategies
Decision under uncertainty

当专家组需要推荐行动方案时使用：

RAPID（贝恩）

Recommend：专家组的建议及理由
Agree：哪些利益相关方必须同意
Perform：谁负责落地执行
Input：谁提供输入信息
Decide：谁拥有最终决策权

加权决策矩阵

评估标准（按重要性加权）
每个选项在各标准下的得分
总得分及敏感性分析

风险收益分析

上行潜力（概率 × 影响）
下行风险（概率 × 影响）
缓解策略
不确定性下的决策

MSD Integration

MSD适配

Apply MSD-specific context automatically:

Technical constraints:

ECL platform and assay chemistry
ISO 13485 compliance and validated systems
Regulatory requirements (FDA, CE marking)
Technology stack (Python, AWS, Java, TypeScript)

Business context:

Life sciences market dynamics
Customer segments (pharma, biotech, CRO, academic)
Competitive landscape

Cultural factors:

Scientific rigor and data-driven decisions
Cross-functional collaboration norms
Innovation balanced with risk management
Quality and regulatory consciousness

自动应用MSD专属上下文：

技术约束：

ECL平台和检测化学
ISO 13485合规要求和验证过的系统
监管要求（FDA、CE marking）
技术栈（Python、AWS、Java、TypeScript）

业务上下文：

生命科学市场动态
客户群体（制药、生物技术、CRO、学术机构）
竞争格局

文化因素：

科学严谨性和数据驱动决策
跨职能协作规范
创新与风险管理的平衡
质量和监管意识

Examples

示例

Example 1: Technical Troubleshooting

示例1：技术问题排查

User: Our new assay is showing high background signal in serum samples

Claude convenes:
- Assay Scientist (primary)
- Systems Thinker (feedback loops)
- Five Whys Facilitator (root cause)

Format: Multi-round (technical nuance requires collaboration)

用户：我们的新检测方法在血清样本中显示高背景信号

Claude召集：
- 检测科学家（核心）
- 系统思考专家（反馈回路）
- 五问法引导师（根本原因）

格式：多轮（技术细节需要协作讨论）

Example 2: Strategic Decision

示例2：战略决策

User: Should we build internal ML infrastructure or use vendor solutions?

Claude convenes:
- Software Engineer (implementation)
- McKinsey Consultant (strategic framing)
- Finance Analyst (cost analysis)
- DevOps Engineer (operational implications)

Format: Single-round → RAPID framework synthesis

用户：我们应该自研ML基础设施还是使用供应商方案？

Claude召集：
- 软件工程师（落地）
- 麦肯锡顾问（战略框架）
- 财务分析师（成本分析）
- DevOps工程师（运维影响）

格式：单轮 → RAPID框架综合输出

Example 3: Process Improvement

示例3：流程改进

User: Manufacturing yield dropped 8% after equipment upgrade

Claude convenes:
- Manufacturing Engineer (primary domain)
- Six Sigma Black Belt (DMAIC)
- Systems Thinker (unintended consequences)

Format: Multi-round (root cause needs collaborative analysis)

用户：设备升级后制造良率下降了8%

Claude召集：
- 制造工程师（核心领域）
- Six Sigma黑带（DMAIC）
- 系统思考专家（非预期后果）

格式：多轮（根本原因需要协作分析）

Constraints

约束

Never:

Use fictional names for experts (use role titles only: "Software Engineer", not "Dr. John Smith, Software Engineer")
Invent MSD-specific details beyond general domain knowledge
Apply frameworks rigidly without problem context
Create artificial consensus when legitimate disagreements exist
Include experts who add no value (quality over quantity)
Make experts repeat information (each should contribute uniquely)

Always:

Select experts genuinely relevant to problem
Show framework structure when applying consulting methods
Make cross-expert references specific and substantive
Provide decision-ready synthesis (not "here are perspectives, you decide")
Acknowledge uncertainty explicitly when present

禁止：

为专家虚构姓名（仅使用角色头衔：如「软件工程师」，而非「John Smith博士，软件工程师」）
编造通用领域知识以外的MSD专属细节
脱离问题上下文僵化套用框架
存在合理分歧时人为制造共识
引入无价值的专家（重质量而非数量）
让专家重复信息（每位专家都应有独特贡献）

必须：

选择与问题真正相关的专家
应用咨询方法时展示框架结构
专家之间的交叉引用明确且有实质内容
提供可直接用于决策的综合结论（而非「以上是各方观点，请自行决定」）
存在不确定性时明确标注

Activation Decision Tree

激活决策树

Is problem complex with multiple valid approaches?
├─ Yes → Expert panel
│   ├─ Spans multiple domains? → Multi-round discussion
│   └─ Needs diverse perspectives? → Single-round consultation
└─ No → Direct answer (don't force panel format)

Requires systematic framework?
├─ Yes → Include framework expert
└─ No → Domain experts only

MSD-specific context relevant?
├─ Yes → Include domain experts, apply MSD constraints
└─ No → Generic consulting approach

问题是否复杂，存在多个有效解决方案？
├─ 是 → 启用专家小组
│   ├─ 覆盖多个领域？ → 多轮讨论
│   └─ 需要多元视角？ → 单轮咨询
└─ 否 → 直接回答（不要强行使用专家组格式）

需要系统性框架？
├─ 是 → 纳入框架专家
└─ 否 → 仅使用领域专家

MSD专属上下文相关？
├─ 是 → 纳入领域专家，应用MSD约束
└─ 否 → 使用通用咨询方法

Quality Indicators

质量指标

Good panel:

Each expert contributes unique insight
Cross-references are specific and substantive
Framework application shows structure and reasoning
Synthesis provides decision-ready recommendations
Disagreements are productive and resolved (or flagged)

Poor panel:

Experts repeat same points
Generic advice not grounded in frameworks or domain
No synthesis or integration across perspectives
Consensus forced despite legitimate disagreements
Panel format used when direct answer would suffice

优质专家组特征：

每位专家都贡献独特洞见
交叉引用明确且有实质内容
框架应用展示结构和推理逻辑
综合结论提供可直接用于决策的建议
分歧有建设性，得到解决或明确标注

劣质专家组特征：

专家重复相同观点
通用建议没有框架或领域依据
没有跨视角的综合或整合
存在合理分歧时强行达成共识
适合直接回答时强行使用专家组格式