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One thing he learned early on is that not all errors are created equal. Not all false information goes on to become a false belief—that is, a more lasting state of incorrect knowledge—and not all false beliefs are difficult to correct. Take astronomy. If someone asked you to explain the relationship between the Earth and the sun, you might say something wrong: perhaps that the sun rotates around the Earth, rising in the east and setting in the west. A friend who understands astronomy may correct you. It’s no big deal; you simply change your belief. But imagine living in the time of Galileo, when understandings of the Earth-sun relationship were completely different, and when that view was tied closely to ideas of the nature of the world, the self, and religion. What would happen if Galileo tried to correct your belief? The process isn’t nearly as simple. The crucial difference between then and now, of course, is the importance of the misperception. When there’s no immediate threat to our understanding of the world, we change our beliefs. It’s when that change contradicts something we’ve long held as important that problems occur.

As the researchers studied the groups, however, they noticed two behaviors that all the good teams generally shared. First, on the good teams, members spoke in roughly the same proportion, a phenomenon the researchers referred to as ‘‘equality in distribution of conversational turn-taking.’’ On some teams, everyone spoke during each task; on others, leadership shifted among teammates from assignment to assignment. But in each case, by the end of the day, everyone had spoken roughly the same amount. ‘‘As long as everyone got a chance to talk, the team did well,’’ Woolley said. ‘‘But if only one person or a small group spoke all the time, the collective intelligence declined.’’Second, the good teams all had high ‘‘average social sensitivity’’ — a fancy way of saying they were skilled at intuiting how others felt based on their tone of voice, their expressions and other nonverbal cues. One of the easiest ways to gauge social sensitivity is to show someone photos of people’s eyes and ask him or her to describe what the people are thinking or feeling — an exam known as the Reading the Mind in the Eyes test. People on the more successful teams in Woolley’s experiment scored above average on the Reading the Mind in the Eyes test. They seemed to know when someone was feeling upset or left out. People on the ineffective teams, in contrast, scored below average. They seemed, as a group, to have less sensitivity toward their colleagues.

We’re not absolutists about it. Authenticity is a relative term. Most people don’t undergo mild epistemological queasiness while they’re looking at a conventionally restored Rothko. We look at restored art in museums all the time, and we rarely worry that it’s insufficiently authentic. In the case of the Harvard Rothkos, though, the fact that the faded painting and the faked painting are in front of us at the same time somehow makes for a discordant aesthetic experience. It’s as though, at four o’clock every day, Andy Warhol’s Brillo Boxes turned into the ordinary Brillo cartons of which they were designed to be simulacra. You would no longer be sure what you were looking at.