69.         Whether the ability to work with others is more important than specific
knowledge and technical competence¹ depends on the specific job as well as the
complexity² of the job's technical aspects. In general, however, social skills are more
critical than technical competence to the ultimate success of an organizational unit.
      Admittedly, some level of technical competence and specific knowledge is needed
to perform any job. Without some knowledge of the systems, procedures, and
vocabulary used in one's department or division, an employee cannot communicate
effectively with peers or contribute meaningfully to team goals. By the same token,
however, nearly every job—even those in which technical ability would seem to be of
paramount³ importance—calls for some skill in working with other employees.
Computer programmers, for example, work in teams to develop products according to
agreed-upon specifications⁴ and timelines. Scientists and researchers must collaborate⁵ to
establish common goals and to coordinate⁶ efforts. Even teachers, who are autonomous⁷
in the classroom, must serve on committees and coordinate activities with
administrators⁸ and other teachers.
      Moreover, employees can generally learn technical skills and gain specific
knowledge through on-the-job training and continuing education (depending on the
complexity of the skills involved). Social skills, on the other hand, are more innate⁹ and
not easily learned. They are, therefore, requisite¹⁰ skills that employees must possess at
the outset if the organizational unit is to succeed.
      In sum, specific knowledge does admittedly play a more critical role than social
skills in some highly-technical jobs: nevertheless, the ability to work well with other
employees is ultimately more important, since all jobs require this ability and since it is
more difficult, to learn social skills on the job

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