Harvard Business Review
DECEMBER 10, 2015
Many of us are familiar with the hazards of Groupthink - when teams or organizations operate on autopilot and feel a general false sense of invulnerability. In some rare cases, individuals are able to push back against team consensus and help organizations recognize and proactively respond to changes in the competitive landscape.
Harvard Business Review
NOVEMBER 5, 2012
Bio-mechanical systems get more efficient as they get bigger, but they also slow down and become less adaptive. So do social systems like cities and communities. Conformity creates groupthink, stifling innovation and organizational resilience. People even walk faster in bigger cities. The reason is networks.
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Harvard Business Review
MARCH 7, 2016
In a study of 500 managers and executives, we found that only 2% regularly apply best practices when making decisions, and few companies have systems in place to measure and improve decision making over time. Most business decisions are collaborative, which mean groupthink and consensus work to compound our individual biases.
Harvard Business Review
JULY 4, 2014
Complex problems are characterized by confusing systems of causal interactions; untangling these requires multiple different points of view. Path dependence is the tendency for things (such as events, belief systems, personalities, evolution, and conversations) to unfold in ways that are constrained by the parameters of the path they are on.
Harvard Business Review
JULY 4, 2014
Complex problems are characterized by confusing systems of causal interactions; untangling these requires multiple different points of view. Path dependence is the tendency for things (such as events, belief systems, personalities, evolution, and conversations) to unfold in ways that are constrained by the parameters of the path they are on.
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