TL;DR: In this article, a variety of steps should be taken to ensure that deliberating groups obtain the information held by their members, and that information markets substantial advantages over group deliberation.
Abstract: How can groups elicit and aggregate the information held by their individual members? The most obvious answer involves deliberation. For two reasons, however, deliberating groups often fail to make good decisions. First, the statements and acts of some group members convey relevant information, and that information often leads other people not to disclose what they know. Second, social pressures, imposed by some group members, often lead other group members to silence themselves because of fear of disapproval and associated harms. The unfortunate results include the propagation of errors; hidden profiles; cascade effects; and group polarization. A variety of steps should be taken to ensure that deliberating groups obtain the information held by their members. Because of their ability to aggregate privately held information, information markets substantial advantages over group deliberation. These points bear on discussion of normative issues, in which deliberation might also fail to improve group thinking.
TL;DR: The findings suggest that presenting unbiased evolutionary trees in biological publications is not merely a philosophical virtue but has also clear practical implications.
TL;DR: The authors examined the group critical thinking skills of students in a first-year general education course and found that revision in writing and the use of a compound rubric are associated with improved group thinking skills.
Abstract: This study examined the group critical thinking skills of students in a first-year general education course. A compound rubric was designed to assess critical thinking in group papers on social policies. Results indicate that revision in writing and the use of a rubric are associated with improved group thinking skills.
TL;DR: In this paper, a review of the causes of poor decision-making, methods of changing one's beliefs, guiding principles for making better decisions, and a process for improving the quality of lessons learned from experience is presented.
Abstract: Decision‐makers in organizations often make what appear as being intuitively obviously and reasonable decisions, which often turn out to yield unintended outcomes. The cause of such ineffective decisions can be a combination of cognitive biases, poor mental models of complex systems, and errors in thinking provoked by anxiety, all of which tend to reinforce the currently held belief structures that reinforce even further resistance to change in people. While Senge has advocated for the use of simulations, called, “microworlds” to overcome such resistance, there are times when such simulations are not available for use or are otherwise infeasible. At these times, alternative methods need to be considered for improving the capacity of managers to learn from experience and improve the quality of their decision‐making. Among the alternatives that can be used to improve decision‐making are role‐play, neuro‐linguistic programming, the use of corrective methods related to groupthink, critical thinking skills and failure analysis. A review of the causes of poor decision‐making, methods of changing one's beliefs, guiding principles for making better decisions, and a process for improving the quality of lessons learned from experience is presented in this article.