000			03900cam a2200397Ii 4500
001			ocn896826829
003			OCoLC
005			20240726105209.0
008			141124s2015 mau ob 001 0 eng d
040			_aNT _beng _erda _epn _cNT _dNT _dOCLCF _dIDEBK _dOCLCQ _dYDX _dAU@ _dOCLCO _dOCLCA _dUKAHL _dNJT _dVLB _dK6U _dOCLCO _dOCLCA _dINARC _dOCLCO
020			_a9781625270504 _q((electronic)l(electronic)ctronic)
050	0	4	_aHM746 _b.W574 2015
049			_aMAIN
100	1		_aSunstein, Cass R., _e1
245	1	0	_aWiser : _bgetting beyond groupthink to make groups smarter / _cCass R. Sunstein and Reid Hastie.
260			_aBoston, Massachusetts : _bHarvard Business Review Press, _c(c)2015.
300			_a1 online resource (176 pages)
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
504			_a2
505	0	0	_aFrom high hopes to fiascos -- _tAmplifying errors -- _tCascades -- _tGroup polarization -- _tWhat everybody knows -- _tEight ways to reduce failures -- _tA framework for improvement : identifying and selecting solutions -- _tWhen are crowds wise? -- _tHow to harness experts -- _tTips for using tournaments -- _tPrediction markets -- _tAsking the public -- _tOne ball -- _tConclusion: The bright future.
520	0		_a"Why are group decisions so hard?Since the beginning of human history, people have made decisions in groups--first in families and villages, and now as part of companies, governments, school boards, religious organizations, or any one of countless other groups. And having more than one person to help decide is good because the group benefits from the collective knowledge of all of its members, and this results in better decisions. Right?Back to reality. We've all been involved in group decisions--and they're hard. And they often turn out badly. Why? Many blame bad decisions on "groupthink" without a clear idea of what that term really means.Now, Nudge coauthor Cass Sunstein and leading decision-making scholar Reid Hastie shed light on the specifics of why and how group decisions go wrong--and offer tactics and lessons to help leaders avoid the pitfalls and reach better outcomes. In the first part of the book, they explain in clear and fascinating detail the distinct problems groups run into:They often amplify, rather than correct, individual errors in judgmentThey fall victim to cascade effects, as members follow what others say or do. They become polarized, adopting more extreme positions than the ones they began withThey emphasize what everybody knows instead of focusing on critical information that only a few people knowIn the second part of the book, the authors turn to straightforward methods and advice for making groups smarter. These approaches include silencing the leader so that the views of other group members can surface, rethinking rewards and incentives to encourage people to reveal their own knowledge, thoughtfully assigning roles that are aligned with people's unique strengths, and more.With examples from a broad range of organizations--from Google to the CIA--and written in an engaging and witty style, Wiser will not only enlighten you; it will help your team and your organization make better decisions--decisions that lead to greater success."--EBSCO.
530			_a2 _ub
650		0	_aGroup decision making.
650		0	_aGroup problem solving.
650		0	_aSocial groups.
650		0	_aDecision making.
650		0	_aProblem solving.
655		1	_aElectronic Books.
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=909822&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hHM _m2015 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c92271 _d92271
902			_a1 _bCynthia Snell _c1 _dCynthia Snell