Autism and Workplace Teams
Why Some Teams are Smarter than Others
In a new study that we published with David Engel and Lisa X. Jing of M.I.T. last month in PLoS One, we replicated these earlier findings, but with a twist. We randomly assigned each of 68 teams to complete our collective intelligence test in one of two conditions. Half of the teams worked face to face, like the teams in our earlier studies. The other half worked online, with no ability to see any of their teammates. Online collaboration is on the rise, with tools like Skype, Google Drive and old-fashioned email enabling groups that never meet to execute complex projects. We wanted to see whether groups that worked online would still demonstrate collective intelligence, and whether social ability would matter as much when people communicated purely by typing messages into a browser.
And they did. Online and off, some teams consistently worked smarter than others. More surprisingly, the most important ingredients for a smart team remained constant regardless of its mode of interaction: members who communicated a lot, participated equally and possessed good emotion-reading skills.
*** This last finding was another surprise. Emotion-reading mattered just as much for the online teams whose members could not see one another as for the teams that worked face to face. What makes teams smart must be not just the ability to read facial expressions, but a more general ability, known as "Theory of Mind," to consider and keep track of what other people feel, know and believe. ***
A new science of effective teamwork is vital not only because teams do so many important things in society, but also because so many teams operate over long
periods of time, confronting an ever-widening array of tasks and problems that may be much different from the ones they were initially convened to solve. General intelligence, whether in individuals or teams, is especially crucial for explaining who will do best in novel situations or ones that require learning and adaptation to changing circumstances. We hope that understanding what makes groups smart will help organizations and leaders in all fields create and manage teams more effectively.