ABSTRACT
Research on the nature of expertise has been marked by a shift over the last decade or so. There has been a move from simply explaining it as an individual capacity to recognize the complications in a task, then foreground what is important and work on it (Schmidt, Norman & Boshuizen, 1990). It is now acknowledged that it may also be distributed across networks (Hakkarainen, Palonen, Paavola & Lehtinen, 2004, this volume; Nardi, Whittaker & Schwarz, 2002); is negotiated with others around tasks (Engeström & Middleton, 1996); and is a resource for joint action (Edwards, 2005; 2009). This shift recognizes, among other things, that some forms of work cannot be accomplished alone; that linear models of collaborative work no longer convince; and that some tasks are unpredictable and may involve flexible responses, which could not have been anticipated.
