John Meluso and Laurent Hébert-Dufresne
PNAS 120 (34) e2303568120
Like chefs at a fast-moving restaurant or engineers in a multidisciplinary project, team members often complete separate, interrelated subsets of larger tasks with limited insight into the work of others. These contexts make it difficult for individuals to assess the value of their own contribution to the collective work. Our work shows that despite this obstacle, individuals can still learn from their neighbors when neighbors’ actions influence collective outcomes. Though the effects are modest, we found that teams with more interactions between members perform better when refining their work while teams with fewer interactions perform better when innovating. We also found that across 34 tasks with diverse qualities, teams that decentralize coordination responsibilities outperform those that do not.
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