Abstract
Research on expertise has shown that nonexperts may sometimes outperform experts. Some researchers have suggested that superior performance by experts depends on the match between the experts' cognition and the demands of the task. The authors explored this issue using a quasi-experiment set in an organization. They examined how 3 sets of similar tasks that differ in their type of complexity can lead to differences in task perceptions and performance among experts, intermediates, and novices. The results suggest that experts and novices pay attention to different aspects of a task and that this affects both their perceptions of task complexity (i.e., task analyzability and variability) and their performance on the task.
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