INTRODUCTION TO THE FIRST EDITION
The benefits of group decision-making have been widely publicized: better thinking, better “buy-in,” better decisions all around. Yet the promise often fails to materialize. Many decisions made in groups are neither thoughtful nor inclusive; they are unimaginative, watered-down mediocrities.
Why is this so?
To a large degree, the answer is deeply rooted in prevailing cultural values that make it difficult for people to actually think in groups. Without even realizing it, many people make value judgments that inhibit spontaneity and deter others from saying what is really on their minds. For example, ideas that are expressed in clumsy ways, or in tentative terms, are often treated as if they were decidedly inferior ...
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