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Ability and Diversity of Skills
Communicated by Notices Associate Editor William McCallum
1. Introduction
The aim of this paper is to build a simple model of problem solving, both by single agents and by teams. We realize that our model is crude and of course far from universal. Yet the results we get seem to us quite illuminating, and show the importance of both ability and diversity of skills.
The question of how to measure effectiveness of problem solving by individuals and (even more importantly) by teams, and how to choose the best individual/team, has been a subject of a lot of research. We can give as examples papers GJIBHP2KIKR, and the literature cited there. We do not address explicitly the problem of choosing a team, but our findings may serve as the basis for further research in that direction (in cases where it seems that our model may be applicable).
For a single agent, or a team of agents, we try to measure the probability of success as a function of the difficulty of a problem (or rather the easiness of the problem, measured by a variable the larger ; the easier the problem). In Section ,3 we show that the probability of success is concave as a function of .
In Section 4 we show that in our model for a single agent specialization is better than versatility.Footnote1 We also show that comparing agents is difficult. In most cases, for a given agent and chosen values of there can be another agent, who is better at solving problems with easiness , for those chosen values, but worse at solving problems with all other values of .
In Section 5 we consider teams of agents. We get what can be considered the main result of the paper: whenever our model can be applied, both abilities of the team members and the diversity of skills in the team matter. If any of those increases, so does the probability of success. For simplicity, we consider teams with two members, but it is clear that similar results should hold for larger teams. Interestingly, there is an example where for easier problems ability is more important, but for more difficult problems diversity is more important.
In Section 6 we show how our model can be applied to a situation where the agents are trying to defend an organization against an attack. In this application, diversity is even more important than for general problem solving.
Some of our ideas came from studying the model of L. Hong and S.E. Page HP1. Our model is much simpler, and can be easily investigated both by pure mathematical means and by computational means. Moreover, we avoid the main deficiency of the Hong–Page model, where high-ability teams consist basically of clones of the same agent (and as a result, ability excludes diversity).Footnote2
2. Preliminary Model
If an agent will be trying to solve problems that are not known in advance, her expected performance can be measured by an average over various possible problems.
Our first, preliminary model is as follows. An agent has some set of skills. This set is a subset of An immediate problem is represented by a subset . of of cardinality An agent can make progress if the intersection . is nonempty. Clearly, the difficulty of the problem is measured by problems with smaller ; are more difficult.
When we want to measure the ability of an agent, we average performance of an agent over all problems of a given difficulty (that is, with a given cardinality The result clearly does not depend on a concrete set ). of skills, but only on its cardinality (the skillfulness of the agent).
For given it is easy to compute the probability of making progress. If this probability is , If . out of all , possible sets only result in failure. Therefore the probability of success (that is, making progress) is
In Figure 1, we can see how the probability of success varies with the difficulty of the problem, for agents with various numbers of skills. If the problem is easy, the skillfulness of an agent does not matter much (provided the agent has some minimal number of skills). However, for difficult problems it matters a lot.
For graphs of the probabilities of success as functions of the difficulty of the problem for various numbers of skills of the agent. As we move to the right, the difficulty of the problem decreases (that is, , increases).

3. Main Model
The preliminary model is very crude, because for each skill an agent either has it or does not. However, one should allow an agent to have partial skills. Then becomes a strength function If . then the probability that the agent can make progress using skill number , is We assume that those probabilities for different . are independent. This means that it is easier to use in computations the weakness function where , is the constant function 1. Then the probability of failure for a given agent and given problem is equal to the product of the numbers over .
Often instead of speaking of the strength and weakness functions we will speak of the strength and weakness vectors and .
For a given the sum of , over all sets of cardinality is equal to
where denotes the cardinality of Observe that this number is equal to the coefficient for the polynomial .
of Thus, the average probability . of failure over all sets of cardinality is equal to this coefficient divided by Note that . is the coefficient of for the polynomial This in particular means that if an agent has no skills (so . her probability of failure is 1 no matter what. ),
Clearly, if is a permutation of the set then Therefore we may assume that . Sometimes, if we do not want to make this assumption, we will say that . is a permutation of .
Of course, if takes only values 0 and 1, we get the previous model.
Let us investigate some basic properties of the function .
We have and equality holds only if either both numbers are equal to , or .
Replace each subset of cardinality by pairs where , Then the average of . over all such pairs will be equal to Similarly, when we replace each subset . of cardinality by pairs where , the average of , over all such pairs will be equal to However, there is a natural one-to-one correspondence between the pairs of the first and of the second type. Namely, if . and then , and Since always . we get , .
Suppose that we have the equality. Then for every of cardinality and every we have either or If for every . of cardinality we have then , Otherwise, there exists . of cardinality with so we have , for every Unless . there is , for which Choose one . and consider the set Then .
a contradiction. This proves the second part of the proposition.
We have
so the function
In a similar way as in the proof of Proposition 1, we get the following four equalities (in the first one, we have to look at the set
Since
From 7 and 8 (note that 8 holds also with
that is,
Since
we get
This proves the first part of the proposition.
To prove the second part, notice that by 7, equality in 1 holds if and only if for every
If
Now assume that
4. Specialization and Versatility
We would like to be able to measure the skillfulness of an agent in our model. There may be various ways of doing this, and as we will see in Theorem 5, we cannot expect to find a perfect one. We will settle on what seems the most natural way of doing it, by defining it to be
Within our model, one of the first questions that comes to mind is what is the best distribution of strengths given the skillfulness of an agent. The agent can be more specialized or more versatile. We will show that in our model specialization is better than versatility.
The simplest case is when we have two agents, one with
and
Thus,
The coefficient of
To get the coefficient of
This means that while the graph of the probability of success as a function of
In this example specialization is better than versatility (see Figures 3 and 4 for other examples).
The same picture as in Figure 1, with additional red graphs showing probabilities of success with skillfulness an integer, from 1 to 10, but

The same picture as in Figure 2, but the red graphs showing probabilities of success with skillfulness an integer, from 1 to 20, spread evenly (that is,

Here skillfulness is 1, but it is spread equally into

We considered only a simple example, but it turns out that in more complicated situations the result is the same.
Let
Assume first that
and
Thus,
Assume now that
We have
The way we can restate this lemma is that if an agent has at least two strengths other than 0 and 1, then we can change her strength function, keeping the same skillfulness, in such a way that none of the probabilities of failure
Observe that given a skillfulness
Given a strength function
Use Lemma 3 inductively.
We can interpret this result as saying that for an individual problem solver in our model, specialization is better than versatility.
In Figures 2 and 3 we see pairs of graphs of the probability of success (extended piecewise linearly to functions on
Let
We may assume that
If
This theorem illustrates the difficulty of measuring the ability of agents (see also, for example, HP2KR). Theorem 5 shows that given a typical agent and a specified set of problem difficulties, there can be another agent who is better at solving problems with those difficulties but worse at solving problems with all other difficulties.
One can ask whether we can remove the assumptions that
Let
Thus, we cannot have
Similarly, if
5. Teams
Let us consider now what our model tells us about teams of agents. Suppose we have a team of two agents,Footnote3 and for skill
We can take the diversity of a team to be the lack of overlap of their strengths. While this is not a formal definition, we can often say which of two teams has larger diversity. Similarly, we can speak of the ability of the team. Here we can use the skillfulness as the measure, although Theorem 5 suggests that it is not an ideal measure. However, again we can often say which of two teams (or members of the team) has larger ability.
Let us consider the simple example where there are two agents in the team, and each of them has two skills of strength
Team of two agents, each with two skills of strength 1/2. The black graph corresponds to a team whose skills coincide, the red graph to a team sharing one skill, and the green one to a team with no skills in common.
Like Figure 5, but with two additional graphs. The dark blue graph corresponds to the team strength vector
This phenomenon is easy to explain. Consider two vectors
This result differs from what we saw about specialization and versatility. This is because the skillfulness of a team is usually smaller than the sum of each member’s skillfulness.
We can ask what happens if we change the abilities of the members of the team. In Figure 6 we added two graphs. One of them corresponds to larger abilities but no diversity; the other one corresponds to smaller abilities but larger diversity. By comparing the two lowest graphs with each other, and two highest graphs with each other, we see that to some degree ability and diversity of skills are exchangeable. However, in this example, for easier problems ability is more important, while for more difficult ones diversity is more important. Of course, we do not know how this applies to real life situations, since our model may or may not fit them (cf. Theorem 5).
However, if the ability of one or more team members increases (and no other changes are made), the coefficients of the polynomial
6. Security
Let us look at a possible adaptation of our model to a security problem. Here the agents are trying to defend an organization against an attack (for instance, by hackers).
Team of two agents for the security problem. The black graph corresponds to the strength vector consisting of ten strengths

The attacker has
In earlier sections we wanted to minimize our probability of failure
This also means that in this application diversity of skills in a team plays an even larger role than for problem solving. Diversity corresponds to more uniform spread of strengths, which for the security problem is useful even for one agent. An example similar to the one from Figure 5 is illustrated in Figure 7. We consider a team consisting of two agents, each of them having 10 strengths
Team of two agents for the security problem. The red graph corresponds to the vector consisting of twenty strengths

Here also diversity and ability are to some degree interchangeable. For example, if we have two agents, one with sixteen strengths
References
- [GJIB]
- S. M. Gully, A. Joshi, K. A. Incalcaterra, and J. M. Beaubien (2002), A meta-analysis of team-efficacy, potency, and performance: Interdependence and level of analysis as moderators of observed relationships, Journal of Applied Psychology 87 (5), 819-832.
- [HP1]
- L. Hong and S. E. Page (2004), Groups of diverse problem solvers can outperform groups of high-ability problem solvers, Proc. Nat. Acad. Sci. 101 (46), 16385-16389.
- [HP2]
- L. Hong and S. E. Page (2021) Does a Test Exist? On the Possibility of Individual Hiring Criteria for Optimal Team Composition, available at SSRN: https://ssrn.com/abstract=4035941 or http://dx.doi.org/10.2139/ssrn.4035941
- [KI]
- S. W. Kozlowski and D. R. Ilgen (2006), Enhancing the effectiveness of work groups and teams, Psychological Science in the Public Interest 7 (3), 77-124.
- [KR]
- J. Kleinberg and M. Raghu (2015), Team Performance with Test Scores, Proceedings of the 16th ACM Conference on Economics and Computation, 511-528.
- [P]
- S.E. Page (2015), Letter to the Editor, Notices Amer. Math. Soc. 62 (1), 9-10.
- [T1]
- Abigail Thompson, Does diversity trump ability? An example of the misuse of mathematics in the social sciences, Notices Amer. Math. Soc. 61 (2014), no. 9, 1024–1030, DOI 10.1090/noti1163. MR3241558Show rawAMSref
\bib{T1}{article}{ label={T1}, author={Thompson, Abigail}, title={Does diversity trump ability? An example of the misuse of mathematics in the social sciences}, journal={Notices Amer. Math. Soc.}, volume={61}, date={2014}, number={9}, pages={1024--1030}, issn={0002-9920}, review={\MR {3241558}}, doi={10.1090/noti1163}, }
Close amsref.✖ - [T2]
- A. Thompson (2015), Letter to the Editor, Notices Amer. Math. Soc. 62 (1), 10.
Credits
All figures are courtesy of Michał Misiurewicz.
Author photos are courtesy of the authors.