The burgeoning field of studies in expertise and experience (SEE) is a useful theoretical approach to complex problems. In light of
SEE, examination of the controversial and well known case study of dolphin bycatch in the US tuna fishery, reveals that effective problem-
solving was hindered by institutional tensions in respect of decision-making authority and difficulties with the integration of different
expertises. Comparing the profiles of four individuals, who played distinct roles in the problem-solving process, I show that (1) to address
a complex problem, a suite of contributory expertises—rarely found in one individual—may be required; (2) formal credentials are not a
reliable indicator of who possesses these necessary expertises; (3) interactional expertise and interactive ability are useful tools in combining
the contributory expertises of others to yield a desirable collective outcome; and (4) the concepts of contributory expertise and no
expertise are useful tools for understanding the actual contribution of various parties to the problem-solving process.