- Tapa dura: 252 páginas
- Editor: Perseus Distribution (6 de enero de 2015)
- Idioma: Inglés
- ISBN-10: 1422122999
- ISBN-13: 978-1422122990
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
- Clasificación en los más vendidos de Amazon: nº120.704 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
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Wiser: Getting Beyond Groupthink to Make Groups Smarter (Inglés) Tapa dura – 6 ene 2015
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Descripción del producto
"Just because collective groupthink in business and public life decision-making is the prevalent paradigm, doesn't mean it's the right way to go. Discuss." -- Qantas The Australian Way "[Wiser] sheds light on the specifics of why and how group decisions go wrong, and share insights into how leaders can avoid the pitfalls and reach better outcomes...With examples from a broad range of organisations from Google to the CIA, Wiser is designed to help leaders and their teams make better decisions that lead to greater success." -- Inside HR ADVANCE PRAISE for Wiser: Lawrence Summers, Secretary of the Treasury under President Clinton; Director of the National Economic Council under President Obama-- "No man is an island, and all important decisions are made collectively. This important book shows how they can be made better and so will make groups, crowds, and our society wiser and better. Anyone involved in making decisions that matter should read this book." John Engler, President, Business Roundtable-- "Drawing on academic research, real-world examples, and, in Sunstein's case, White House experience, the authors identify the most common mistakes groups fall victim to and offer sensible ways to avoid those often-expensive errors. In Sunstein and Hastie's recommendations, CEOs and managers alike will find much that leaves them, in a word, wiser." Claire Shipman, Correspondent, ABC's Good Morning America; Author, The Confidence Code-- "More minds aren't always better, according to Cass Sunstein and Reid Hastie. In Wiser, they deftly lay out the unexpected perils of group decision making and provide smart, straightforward, and often surprising fixes. Utterly fascinating and counterintuitive, this book is an essential read for executives and managers--for anybody, actually, hoping to make an enterprise successful." Austan Goolsbee, Professor, University of Chicago Booth School of Business; former Chairman of the Council of Economic Advisers under President Obama-- "There have been lots of books written on why and how individuals make bad decisions. But many of the most important decisions are made by committee, where normal problems get magnified. Finally, Sunstein and Hastie have provided crucial insights and lessons to help groups and teams avoid pitfalls and make effective decisions. Leaders everywhere should take these lessons to heart." Doris Kearns Goodwin, Pulitzer Prize--winning presidential historian; Author, Team of Rivals and The Bully Pulpit-- "This gem of a book is full of penetrating insight, sensible advice, and fascinating stories drawn from practical experience. Written with clarity and grace, it provides an invaluable road map for leaders and managers in both public and private life. I can think of dozens of historical decisions that might have been better made had our leaders followed these precepts."
Reseña del editor
Why are group decisions so hard? 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. And having more than one person to help decide is good because the group benefits from the collective knowledge of all of its members, and this results in better decisions. Right? Back to reality. We've all been involved in group decisions--and they're hard. And they often turn out badly. Why? Many blame bad decisions on "groupthink" without a clear idea of what that term really means. Now, Nudge coauthor Cass Sunstein and leading decision-making scholar Reid Hastie shed light on the specifics of why and how group decisions go wrong--and offer tactics and lessons to help leaders avoid the pitfalls and reach better outcomes. In the first part of the book, they explain in clear and fascinating detail the distinct problems groups run into: * They often amplify, rather than correct, individual errors in judgment * They fall victim to cascade effects, as members follow what others say or do * They become polarized, adopting more extreme positions than the ones they began with * They emphasize what everybody knows instead of focusing on critical information that only a few people know In the second part of the book, the authors turn to straightforward methods and advice for making groups smarter. These approaches include silencing the leader so that the views of other group members can surface, rethinking rewards and incentives to encourage people to reveal their own knowledge, thoughtfully assigning roles that are aligned with people's unique strengths, and more. With examples from a broad range of organizations--from Google to the CIA--and written in an engaging and witty style, Wiser will not only enlighten you; it will help your team and your organization make better decisions--decisions that lead to greater success.Ver Descripción del producto
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Why a four, and not a five? The lay reader (of which I number myself) would have benefited from an exposition of cognitive bias on the individual level, to see its relationship and expression amidst groups. Although Sunstein let us all leave our math at the door, at times, at least with the notes, it would have been worthwhile to show the derivations of some of the work (surely, at least Condorcet's reasoning is available to anyone with a good high school education). And lastly, although the book ends by saying that after 30 years of research, behavioural economics is finally beginning to bear fruit, a bit more helpful advice, perhaps in a check-box summary "If you think the problem is A, try B," would have been extremely useful for us non-academics, who struggle with poorly-performing groups daily.
Still, if I could have given this 4.5 stars, I would have, which would then have rounded up to a 5, no?. But as an alum of the University of Chicago's Booth School, I am accustomed to low grades. I expect that this would be expected by both Thaler and Sunstein - after all, we share the same institution! But get it, read it; if you deal with organizations, you will benefit.
1) Collective myopia. Groups often fall victim to the unrecognized impact of common mental short cuts
2) Following the lead. Poor group decisions can be due to the influence of those who speak first. Sunstein and Hastie explain how two kinds of “cascade effects” are in operation here: informational and reputational.
3) Closing ranks. Groups tend to become more united and skewed in a particular direction as a result of their discussions.
4) Ignoring the outliers. Finally, group discussions have a tendency to focus on what the group knows in common and to give little attention to what may be known by only a few.
Recognizing the influence (usually unintended) of these and related factors is a critical first step. Leaders can minimize the impact of these factors and build better decisions with groups simply by how they structure their meetings and discussions. As the authors put it, "Sometimes groups get wiser with the help of some easy, informal methods or tactics....Sometimes they do best when they adopt more formal approaches." They present some of each. My only reservation with the book is that it could have put more attention on providing leaders with more practical informal tactics that leaders can readily adopt.