Quando os experts se juntam

"Though companies can easily manipulate the proportion of directors with domain expertise when building a board or appointing new directors, we know virtually nothing about its effects on corporate performance.
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Common sense might suggest that the more experts, the better. Domain experts know the ins and outs of an industry and are highly skilled at assessing risks and opportunities. But our interviews with board members and CEOs in the banking industry—and decades of research on experts and teams—point to three factors that can compromise the effectiveness of expert-dominated boards, at least in some circumstances.
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The first factor is what psychologists call “cognitive entrenchment.”
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The second factor is overconfidence
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The third factor has to do with the level of “task conflict”
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Our research shows that these three problems of expert-dominated boards are most likely to be damaging when a company veers off the beaten path and faces uncertainty. Dealing with changing, unfamiliar situations requires flexible thinking and a healthy dose of disagreement. And when conditions are novel or ambiguous, expert overconfidence is especially severe.
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there was a clear link between the proportion of domain expert directors and the probability of bank failure. The more banking experts on the board, the greater the likelihood that a bank would go out of business."

Trechos retirados de "When Having Too Many Experts on the Board Backfires"