New research casts doubt on the idea of "cumulative knowledge."
The idea of cumulative knowledge is simple—it insists that if a group performs well on one job, it will duplicate that success on various other jobs, no matter of the range or focus of the work. While it sounds great theoretically, it does not work this way actually, inning accordance with new research.
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Marcus Credé, an aide teacher of psychology at Iowa Specify College, says unlike people, team characteristics are too complex to anticipate a team's effectiveness with one basic factor, such as knowledge. Rather, there are a variety of factors—leadership, team interaction, decision-making skills—that affect a team's efficiency, he says.
Anita Woolley's research sustaining cumulative knowledge quickly gained grip in business globe when it appeared in 2010. The attention didn't surprise Credé. Because companies depend greatly on team work, supervisors are constantly looking for a "silver bullet" to improve group efficiency, he says.
After re-analyzing the information collected by Woolley and her associates, however, Credé and Garett Howardson, an aide teacher at Hofstra College, found the information didn't support the basic facility of cumulative knowledge.
"For years scientists have looked at what makes a group work well. They've typically found that if a group performs well in one location, that's mostly unrelated to how the group will perform in a various location," Credé says. "A group functioning on a assembly line requires a essentially various set of abilities compared to a group looking for innovative solutions to a problem. While a Aquatic Corps terminate group is great at its job, it is not mosting likely to work well carrying out surgical treatment."
Credé keeps in mind that of the 6 studies consisted of in their re-analysis, just one—a 2014 study by scientists at Indiana University—correctly wrapped up there was no proof of cumulative knowledge.
