As performance pressure mounts, teams are considerably more likely to follow general experts
It's a common problem: A work team tackles a high-pressure project for a client, but along the way something goes wrong with team dynamics and the client ends up feeling shortchanged. Even though team members initially recognize and value each other's potential contributions, within a short time some people's inputs count more than their actual knowledge warrants, to the detriment of the project.
This article was provided with permission from Harvard Business School Working Knowledge.