Thinking in Teams
Build a Decision-making Culture
Organizational culture, crucial for effective decision-making in crises, emphasizes psychological qualities like collaboration and trust, as highlighted by former U.S. Treasury Secretary Timothy, who advocates for diverse perspectives and a supportive environment free from competitive behavior.
The Four A’s of Visual Intelligence
Art historian Amy Herman's video lesson on "visual intelligence" emphasizes the Four A’s—assess, analyze, articulate, and adapt—as essential skills for improving situational awareness in both work and life through dedicated practice.
Maintain Transient Diversity for Optimal Group Problem Solving
To effectively solve complex problems, assemble groups with "transient diversity," where members possess differing perspectives yet remain flexible and open, enabling productive debate and collaboration to achieve superior solutions.
Optimal Group Decision-Making in Practice (The Mertonian Norms)
Cognitive biases can cloud decision-making even for the intelligent, so Annie Duke suggests forming group charters based on The Mertonian Norms to ensure transparency, universalism, disinterestedness, and organized skepticism in evaluating decisions and information.
This class delves into the intricacies of organizational culture and decision-making, emphasizing the importance of psychological qualities and diverse perspectives in high-stakes environments. Led by experts like former U.S. Secretary of the Treasury Timothy, art historian Amy Herman, and game theorist Kevin Zollman, the lessons focus on building a strong decision-making culture that fosters collaboration and trust. Timothy stresses the need to eliminate competitive behaviors that hinder effective teamwork, while Herman introduces the concept of “visual intelligence,” equipping participants with tools to assess and adapt to their environments. Zollman advocates for “transient diversity” in problem-solving groups, promoting flexibility and open-mindedness to achieve superior outcomes.
Additionally, Annie Duke highlights the cognitive biases that can cloud judgment, urging teams to adopt The Mertonian Norms to enhance decision-making. By sharing all relevant data, regardless of personal beliefs, and maintaining an objective stance, groups can combat emotional reasoning and improve their analytical capabilities. The course encourages participants to practice organized skepticism, fostering an environment where questioning and dissent are valued. With insights from multiple experts, this class equips individuals with the skills to navigate complex decisions, ultimately leading to more effective and informed organizational practices.