I’m not sure if the analogy between DP and tacit skill acquisition maps exactly to this. I get what you’re saying though — one involves feedback from a group of tastemakers/people with good taste; the other one iterates for improvement against the market.
What I will say, which I didn’t include in the piece, is that people do become better at reading PR/FAQs and giving feedback over time. I’ll quote the authors directly:
“Senior managers, directors, and executive leaders who oversee the authors of PR/FAQs become skilled evaluators and contributors to the process. The more PR/FAQs they read, and the more products they build and launch using the PR/FAQ process, the more capable they become at identifying the omissions and flaws in the author’s thinking. And so the process itself creates a tier of master evaluators as it vets and strengthens the idea and aligns everyone involved in the project, from individual contributor to CEO.”
I’m currently working on a full Working Backwards summary, and one of the things that Amazon seems to really grok is this idea of spreading tacit knowledge. Here’s an example: they have a hiring process called the ‘Bar Raiser’ program where every hiring loop is assigned a Bar Raiser — an individual whose task it is to ‘raise the bar’ on hiring. He or she acts as a coach for the interviewers, and holds veto power over the candidate — if the Bar Raiser says ‘no’, then the candidate is out, no matter how promising.
What’s particularly interesting about this program is that the original set of Bar Raisers were a bunch of skilled interviewers at early Amazon. And the way Amazon expanded the program was that only existing Bar Raisers could invite new Bar Raisers — and new BRs had to go through a training program (which many do fail!) So in this manner they are able to pass down tacit interviewing skills, even while they formalised most aspects of the interviewing process.
The tacit part of ‘getting good at reading PR/FAQs’ seems to be a thing, though it doesn’t get as much play in my post, or in the book. Those who are good at evaluating PR/FAQs (perhaps because they’ve done it longer, or they’ve built and launch at least one product through the process) are assigned more PR/FAQs, so they set the example for others to simulate.