Wiser, By Reid Hastie

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Reid Hastie, in his book “Wiser,” discusses many of the common points of how groups succeed and fail mainly due to group think. Throughout his years of research, he found a number of attributes that effective teams have in common. From his book, we have extracted ten important lessons that we believe are the most important for teams to learn and implement to be high performing. These findings also relate to the “5 Dysfunctions of a Team” that are outlined by Patrick Lencioni. Teachings taken from “Wiser” are symptoms, or indicators, of dysfunctions within a team, and many of his solutions help teams to overcome certain dysfunctions.
The first learning we took from the book is the cascading effect within teams. This effect is created
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With such clear goals to reach, teams or individuals can create amazing results. Tournaments create these results, because it focuses on the results and not the process. It spreads teams across the company, or even the globe, making independent decisions from one another, and the teams do not share their methods only the results. By not having every team deliberate with one another, each individual team is able to come up with their solution and present it without having to get a group to agree with them. With tournaments, cascades and polarization is not an issue, but information can still be shared.
Another way to avoid issues within deliberating groups is through averages. Taking a statistical average response or answer is better than a group deliberating on an issue. It takes the emotions and flaws that comes from being human out of the equation and just focuses on logic. In most groups taking the average might be the best way to go. When responses are taken without deliberation, but statistics people are more inclined to vote based on what they know, and not on the feelings or views of others. The average of these responses has been found to, in many cases, be better than any individual.
A failure teams must be on the lookout for is hidden profiles. Hidden Profiles occur when common knowledge information is more likely to be shared than information held by only a few people. Common knowledge that the whole group knows carries much
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