CHAPTER 6

Consensus Decision Making is Optimal

It is the nature of a new idea to confound current consensus—even the mildly new idea . . . the group has a vested interest in its miseries as well as its pleasures, and irrational as this may be, many a member of organization life can recall instances where the group clung to known disadvantages rather than risk the anarchies of change.

—William H. Whyte, The Organization Man

I don’t believe anything really revolutionary has ever been invented by committee. Because the committee would never agree on it.

—Steve Wozniak, iWoz

Decisions, decisions. Making them under complex conditions and with uncertainty is difficult. Arguably, this is where the human brain’s cognitive capabilities should shine. Simple ...

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