Two Chapters of Wiser on Management

¶ … High Hopes to Fiascos' and 'Amplifying Errors' from Sunstein & Hastie's (2014) book Wiser help understand group dynamics and processes. These chapters provide salient points that have both challenged and enhanced my beliefs about group work. For example, the authors depict various factors that influence the way group discuss problems. What surprised me the most was how groups were described as failing incredibly easily and how groups can even be worse off than individuals.

Surely groups should flourish the more people there are that contribute? Sunstein & Hastie (2014) show how problems like information pressure leads to self-censorship and self-silencing (p. 36). The authors discuss various other social influences that provide psychological constraints on group success. However, there are key factors that enable groups to be successful, too, and this is where the book helps. As the authors point out repeatedly, leadership is the key to the success of the group. With effective leadership, a group can overcome the problems exhibited by each member.

Compare If groups do not work well together they fail to live up to their potential. Likewise, if the individuals comprising the group do not feel comfortable in the process of participation and collaboration, the group will fail. Every individual has a talent and are stronger in some areas that others. If a group are able to grasp this and truly understand this idea then there group will flourish and truly be the best they can be.

My experiences working in groups illustrate many of the core points made in Wiser. When I was 16 years old I interned at Fashion Designer Matthew Williamson. I had many different tasks but my most important task was to organize the designer's archive. However, I was never able to organize it effectively because of time management issues and poor leadership. I had trouble taking initiative because I did not have sufficient power in the group.

There were so many things I wanted to do, organize, and produce but a 16-year-old intern tends to feel intimidated by age and lack of experience. As a result, I felt the same social constraints that Sunstein & Hastie (2014) refer to such as information pressures and social influences. It was difficult to voice my opinion and tell them that there were plenty other important things to do than the tasks they were giving me. Describe I would apply the insights gained from Wiser to my current and future group interactions.

If problems arise, I am dedicated to speaking openly and honestly and encouraging teammates to do the same. Group thinking should be constructive, based on a reaffirmation of common values and goals. Decisions should likewise be made without coercion but with collaborative effort in the true spirit of democratic leadership. The leader should encourage all group members to speak up, so that through a dialogue we can come to agreements that reflect the values of the individuals and the group's goals.

We can start with high hopes for the success of the group and remain committed to reaching the goals we establish. Yet as the authors of Wiser point out, we should not fall prey to the trap of "unrealistic optimism," (p. 50). Other potential setbacks during the early stages of group development noted in.