Tag: reid hastie

Wiser: Getting Beyond Groupthink to Make Groups Smarter by Cass R. Sunstein

Wiser: Getting Beyond Groupthink to Make Groups Smarter by Cass R. Sunstein

Authors Cass Sunstein and Reid Hastie examine many of the problems that beset groups and how to best address them for optimal group performance.

Written in a style that is more academic than approachable, Wiser uses the findings of multiple researchers to come to its conclusions. 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.

“Do groups usually correct individual mistakes? Our simple answer is that they do not. … We also ask a second question: Can groups correct individual mistakes? Our simple answer is that they can. We aim to explain how.” pg 2

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I picked this book up because, frankly, I wanted to know why anybody would utilize groups in a work setting. Every one that I have ever sat on has been either a disaster or inefficient. I was hoping Wiser would help me see the appeal that group-thinking seems to have for some.

And it did. But it also opened up my eyes to the myriad reasons why my experiences had been so bad. I had just assumed groups didn’t work. As it turns out, things are more complicated than that.

“The basic lesson is that people pay a lot of attention to what other group members say and do — and that they do not end up converging on the truth. In fact, they often ignore their own beliefs and say that they believe what other people believe.” pg 28

There can also be problems with authority figures in a group setting: “If the group contains one or more people who are known to be authorities or who otherwise command a lot of respect, then other group members are likely to silence themselves out of deference to the perceived or real authority.” pg 35.

I’ve seen that happen multiple times. The whole purpose of the group is thrown off. It has often frustrated me, leading me to think we may as well have saved our meeting time and had the boss issue a directive.

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Groups also have to keep in mind the idea of “cascades” or ideas taking a hold early in the process and then taking over the rest of the group’s time: “For their part, many groups end up with a feeling of inevitability, thinking that they were bound to converge on what ultimately became their shared view. Beware of that feeling too, because it is often an illusion. The group’s conclusion might well be an accident of who spoke first…” pg 60

Groups can polarize themselves, driving their members to extremes they wouldn’t otherwise reach without members that think like them. To combat this, leaders should make sure groups are diverse.

In a perfect world, groups are equivalent to their best members, aggregate all of the information each individual brings to the table, utilizes experts properly and creates an almost mystical “synergy” where, as the authors say, “the whole is more than the sum of its parts.”

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The trick is getting the group to work like that. As I said, I’ve never seen it. This book brings me hope that perhaps one day I will.

The failures of groups often have disastrous consequences — not just for group members, but for all those who are affected by those failures. The good news is that decades of empirical work, alongside recent innovations, offer a toolbox of practical safeguards, correctives, and enhancements. With a few identifiable steps, groups can get a lot wiser.” pg 214

Thanks for reading!