Why a four, and not a five? They show that group deliberations are inherently tuned to fail. This book may be useful to managers who are desiring to set up a group at their own place of employment and want to start on the best foot. It also depends on the overall strength of the information. The good news is that decades of empirical work, alongside recent innovations, offer a toolbox of practical safeguards, correctives, and enhancements. The authors are well aware of all of the pitfalls.
Sunstein continues here on the path of his bestselling Nudges co-authored by James Thaler , though this book is the more technical, perhaps not as marketable, and not coincidentally the better book. Our simple answer is that they do not. It was pretty enjoyable for school reading! Finding group members who prefer to work in teams improves the effectiveness of the group. Wow, what a fascinating book. Cost-benefit analysis and reliance on data provide valuable checks on both individual and group errors. My handout included a few pages of quotes and excerpts from the book, some of the key content, and then my lessons and takeaways. For 27 years, Sunstein taught at the University of Chicago Law School, where he continues to teach as the Harry Kalven Visiting Professor.
Many blame bad decisions on 'groupthink' without a clear idea of what that term really means. Every one that I have ever sat on has been either a disaster or inefficient. He is currently the Ralph and Dorothy Keller Distinguished Service Professor of Behavioral Science at the University of Chicago Booth School of Business. Groepen hebben terughoudende leiders nodig, die niet als eerste het woord voeren. Groups can be highly innovative, if divergent thinking is nurtured and minority views are welcome. Leaders would do well to have a streak of anxiousness to ask the question: What am I missing here? ويشرح الأسباب وراء ذلك، ومردّها إلى أثر وضغط الجماعة على الفرد، وأثر المعلومة الضمنية التي يحسبها الفرد. We like to keep things fresh.
Leaders can minimize the impact of these factors and build better decisions with groups simply by how they structure their meetings and discussions. A useful resource for any manager and a fun read as well! The concept of Wiser is excellent: take all the recent behavioural research on how people make decisions popularised in , , , , etc. This felt incredibly relevant towards American politics. The authors of this book seemed to get that about their potential audience and their informative text on the pitfalls and triumphs of groups kept things brief, but enlightening. And they often turn out badly. Our simple answer is that they can.
Since the beginning of human history, people have made decisions in groups—first in families and villages, and now as part of companies, governments, school boards, religious organizations, or any one of countless other groups. This book may be useful to managers who are desiring to set up a group at their own place of employment and want to start on the best foot. يجعل الكاتب كتابه في قسمين الأوّل يتحدّث فيه عن أثر النقاش الجماعي لفكرةٍ ما على الفكرة وعلى الفرد. That is what Wiser is about. .
There is no doubt you will gain important insights and tools to help your group function smarter. That is what Cass R. Statistische groepen scoren beter dan éénlingen bij het schatten van het aantal knikkers in een glas. Groups can be highly innovative, if divergent thinking is nurtured and minority views are welcome. They do not ask for happy talk.
The evidence, write Hastie and Sunstein, indicate that groups commonly succumb to groupthink, where According to conventional wisdom, two heads are better than one. While this may often be true, it is not necessarily so. Cass Sunstein and Reid Hastie explore these questions in this helpful book. This book addresses how to get groups to make better decisions -- assuming that is what is desired. We aim to explain how. Choose experts based on their proven ability to make winning bets on the future, rather than their popularity, charm, and storytelling skills.
Surfacing bad news, minority opinions, contrary information, difficult questions, and inconvenient truths are all essential to wise decision making. The good news is that if discussion is properly structured and if groups adopt the right norms and practices, they can create that culture. In other words, group decisions should be better than decisions made by individuals since there are more people pondering them. Sunstein has a good record: he made things happen in a positive way with the Obama administration, and Thaler likes him and who doesn't like Thaler? The book is a definite read for leaders and managers who believe that groups come out with better solutions. Eventually, you still have to deliberate and try to come up with the best solution.
Some leaders dismiss groups as incapable of making insightful decisions. As a result groups can amplify rather than correct errors, incorrect information that gets early support from the group can cascade through the group, groups can reinforce biases held by individual members and concentrate these views to form a group polarization, and groups can focus only on shared information—what everybody already knows —and suppress expression of unshared information. This isn't because as with many such books the authors are simply good at identifying the problems, but don't really know how to fix them. It provides examples, reasons and solutions from scenarios involving governments, corporations and committees, as well as offering solutions based on successful group decision making case studies. We need to cast as wide a net as possible to advance civic inclusiveness as the path to more stable , cohesive communities.