The Rise of the New Groupthink
Comment of the Day

January 18 2012

Commentary by David Fuller

The Rise of the New Groupthink

I like to start my commentary with an article of general interest, which may or may not be market oriented. Many are topical, preferably without being too predictable, and some are behavioural. I found this article by Susan Cain for the NYT and IHT extremely interesting, and commend it to you. Here is a sample:
But decades of research show that individuals almost always perform better than groups in both quality and quantity, and group performance gets worse as group size increases. The "evidence from science suggests that business people must be insane to use brainstorming groups," wrote the organizational psychologist Adrian Furnham. "If you have talented and motivated people, they should be encouraged to work alone when creativity or efficiency is the highest priority."

The reasons brainstorming fails are instructive for other forms of group work, too. People in groups tend to sit back and let others do the work; they instinctively mimic others' opinions and lose sight of their own; and, often succumb to peer pressure. The Emory University neuroscientist Gregory Berns found that when we take a stance different from the group's, we activate the amygdala, a small organ in the brain associated with the fear of rejection. Professor Berns calls this "the pain of independence."

The one important exception to this dismal record is electronic brainstorming, where large groups outperform individuals; and the larger the group the better. The protection of the screen mitigates many problems of group work. This is why the Internet has yielded such wondrous collective creations. Marcel Proust called reading a "miracle of communication in the midst of solitude," and that's what the Internet is, too. It's a place where we can be alone together - and this is precisely what gives it power.

MY point is not that man is an island. Life is meaningless without love, trust and friendship.

And I'm not suggesting that we abolish teamwork. Indeed, recent studies suggest that influential academic work is
increasingly conducted by teams rather than by individuals. (Although teams whose members collaborate remotely, from separate universities, appear to be the most influential of all.) The problems we face in science, economics and many other fields are more complex than ever before, and we'll need to stand on one another's shoulders if we can possibly hope to solve them.

But even if the problems are different, human nature remains the same. And most humans have two contradictory impulses: we love and need one another, yet we crave privacy and autonomy.

To harness the energy that fuels both these drives, we need to move beyond the New Groupthink and embrace a more nuanced approach to creativity and learning. Our offices should encourage casual, cafe-style interactions, but allow people to disappear into personalized, private spaces when they want to be alone. Our schools should teach children to work with others, but also to work on their own for sustained periods of time. And we must recognize that introverts like Steve Wozniak need extra quiet and privacy to do their best work.

David Fuller's view I have generally preferred to work in an office environment, for various reasons including convenience and a degree of communication. I prefer not to be shut away in a room, which can be claustrophobic, but I certainly need my quiet space for thinking and writing, and am inclined to be fiercely protective of it.

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