Complex problems need group thinking

In the first post of this series, we highlighted the leadership challenge of staying focused amid constant, disruptive change. Making sound decisions in such an environment is critical, but the pressure to make them instantly has never been greater. The risk is that we act quickly at the expense of finding solutions that will actually work in the long term.

Of course, there are situations in which it’s better to decide by yourself and act quickly, for instance:  if you have all the expertise and knowledge needed; if the impact of the decision can be clearly defined and understood; or if the context is confidential. However, research shows that in complex, uncertain and information-rich environments, group generated solutions consistently outperform individual judgment. Here’s why:

• Diverse thinking reduces cognitive bias –bringing together a group of decision makers with a range of thinking preferences, backgrounds, skills and expertise avoids a range of biases such as ‘group think’, over-optimism or confirmation bias. The cognitive “grinding” that comes from conflicting ideas and approaches is sometimes uncomfortable but it ensures all the options are heard and tested – so that solutions are more robust.

• Co-creation builds commitment – Patrick Lencioni describes a lack of commitment as one of his 5 Dysfunctions of a Team: “Commitment requires clarity and buy-in. Clarity alone is not enough; people must feel heard and involved.”

• Group ownership increases effectiveness of execution – when everyone has been part of the process, they have ‘skin in the game’. So, if things change, there’s no muttering “I knew that wouldn’t work” - the group takes responsibility to make the pivots needed to reach their goal.

But even when group decisions are better, they take time — and this is where AI can meaningfully accelerate and complement the process without replacing human judgment. Here’s an example of how one of our clients is encouraging their teams to use AI at different stages of the process:

1. Pre-analysis: quicker and more effective research around the topic for discussion so that everyone’s better informed when they come together

2. Weighing up alternatives: options and scenarios can be simulated and evaluated against pre-defined criteria

3. Tracking the thinking: automated note-taking to capture discussion points, actions and next steps

4. Communicating decisions to stakeholders: clear, tailored briefings for different audiences (board, managers, employees) to ensure consistent messaging.

   
   

Through our work helping senior teams think together more effectively, we’ve identified a set of practical ‘working principles’ to make team involvement in complex decision making easier and more effective. If you’re curious to hear more, give us a shout…