By Debbie Edokpolo, MSW, Michigan Primary Care Association
In many organizations, there is an instinct to seek out “the expert”, the person who is expected to have all the answers, carry the knowledge, and lead the way. While expertise certainly has value, I’ve come to believe that focusing on building teams around the work is far more effective, sustainable, and humane than relying on the model of a single expert.
Creating teams fosters a culture of collaboration. It brings multiple voices to the table, which mirrors the reality of the world we live in, one filled with different opinions, perspectives, identities, and lived experiences. Especially when the work touches complex areas like policy or social issues, it’s unrealistic to expect one person to hold all the answers. Research shows that complex problems require integrating multiple perspectives and building shared understanding across teams. (Frontiers Psy, 2017)
Working in health equity was deeply meaningful but often isolating. The work helped me grow professionally, yet I frequently felt alone carrying its weight. Even after years in the field, I never saw myself as an expert—health equity is vast and constantly shaped by the evolving needs of the communities we serve. Still, there was often an expectation that an “expert” would arrive with definitive answers, rather than curiosity, humility, and a commitment to ongoing learning.
In today’s climate, especially given changes at the federal level, reactions can vary. The impact of such changes on one’s work can be triggering, personal, and deeply felt. In those moments, having a team matters. A team allows the weight of the work to be shared, processed, and understood collectively rather than resting on one person’s shoulders.
Creating a rigid field of “experts” can be risky. The needs of the work change. Priorities shift. Context evolves. When knowledge is concentrated on a single role or person, that individual becomes vulnerable not only to changes in scope but also to burnout and isolation. In my work as the “expert,” there was an unspoken assumption that I must always know, solve, and carry everything alone; at times, this made asking for help feel unsafe.
Teams, on the other hand, distribute knowledge and responsibility. They allow for diverse skills, perspectives, and experiences to coexist and strengthen the work. They normalize learning, questioning, and growth. And when teams build psychological safety, people are more able to ask questions, speak up, and learn together, conditions that support learning and growth. (Edmondson, 1999)
As organizations think about the future, it’s worth reflecting on this: Are we investing in lone experts, or are we building teams that can learn, adapt, and evolve together?
In my experience, teams don’t just get the work done, they create:
- Connection (to organization, feelings of belonging, and open communication)
- Resilience (adaptable, steady under pressure, quick to recover)
- A sense of shared ownership (accountability, shared vision, and follow-through)
In complex, emotionally charged, and ever-changing spaces, building effective teams may be the most important expertise of all.
To learn more, check out these resources:
- Overcoming Disciplinary Divides in Scientific Collaboration
- Transforming Teams of Experts into Expert Teams
- The Importance of Teamwork
- Book: The Fearless Organization: Creating Psychological Safety in the Workplace by Amy Edmondson