Publications
Publications
- 2012
- HBS Working Paper Series
Expertise Dissensus: A Multi-level Model of Teams' Differing Perceptions about Member Expertise
By: Heidi K. Gardner and Lisa Kwan
Abstract
Why are some teams more effective than others at using their members' expertise to achieve short-term performance and longer term developmental benefits? We propose that a critical factor is expertise dissensus-members' differing perceptions of each other's level of expertise. We argue that performance hinges on how team members perceive all others' expertise-not just how they view the most expert team member-and that even latent disagreement about how much each person can contribute will undermine individuals' development and teams' capacity building. We develop and test a multi-level model of expertise dissensus, finding that it hampers team coordination, increases task and relationship conflict, and lowers all dimensions of team effectiveness: team performance, team viability, and individual member development.
Keywords
Groups and Teams; Failure; Experience and Expertise; Research; Performance Effectiveness; Knowledge Use and Leverage; Perception; Personal Development and Career
Citation
Gardner, Heidi K., and Lisa Kwan. "Expertise Dissensus: A Multi-level Model of Teams' Differing Perceptions about Member Expertise." Harvard Business School Working Paper, No. 12-070, February 2012. (Revised March 2012.)