When Power and Expertise Collide, How Do Groups Decide?

This research examines outcomes associated with the misalignment of power and expertise. Using interactive groups, we found that it was specifically the combination of providing performance feedback and then assigning power to the worst member that led to negative outcomes, not merely that the worst performer held decision power. A follow-up study verified that veridical feedback improved people’s ability to identify expertise. Across two additional studies, we found that known misalignment of decision power and performance decreased perceived fairness and expectations of success. We posit that when members know that power and expertise are misaligned, decision making and performance suffer.