Avoid collective decision-making traps
Paradoxically, teams sometimes make worse decisions than the individuals composing them would have made on their own. How can you improve the collective decision-making process?
Making decisions is every manager’s daily lot in life. However, they often feel ill at ease performing this duty, since available time is often short, required information may be difficult to collect, no particular option may appear to be better than the others, etc. The risks of making poor decisions are consequently great.
In their first book, “Decision Traps,” J. Edward Russo et Paul J. H. Schoemaker examined the traps that cause people to make poor decisions. In particular, they drew attention to a certain number of psychological biases that distort people’s thinking and push them to hasty conclusions.
“Winning Decisions” takes this analysis a step further. The lessons we found most striking here concern collective decision making. The authors show why teams find it increasingly difficult to make good decisions, and propose several ways to improve group decisions:
– Make people aware of decision traps.
– Develop collective work processes that promote creative conflict.
– Use systematic processes rather than intuition to make decisions.
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