In spite of the theme of decision-making in groups have already carried out many studies and there are some tools and methods to facilitate these processes, consider that we have left out some key aspects: “the behavior” of the group (and not the individuals that make it up ), the environment in which the group has to work together and make decisions, planning and execution of collaborative activities.
In the past decade I had the opportunity to work with groups of all sizes, from 5 to 300 people and the first consideration I can make is that we are educated to operate individually since school… and even when we work in groups, we almost always do it as sum of individuals, identifying our individual target within (at best) the objective of the group. In fact watching a preschooler we find that:
- Very often prefer to play in groups
- Share the moment of the game is as important as the game itself
- The same game made alone tired very quickly and it is not as fun as when done in the company.
Our change begins in first grade, when we are behind the school desk, usually single, where the vote is individual judgment, where is the personal performance to determine success or failure.
This gives rise to the inevitable relationship problems and position: while everyone is naturally inclined to assert its position and identity, the issue to be addressed, the subject of discussion (from their individual point of view), the decision to make, ends up pass secondary.
For this reason we learn that is better to build small project teams over multiple hierarchical levels: less prone to argue, less risk of conflict, more responsiveness.
Can work with simple problems, but when the questions get complex, or when the variables are at play, the result is: long time and compromise solutions. A mediation downward, certainly not satisfactory when it comes to innovation, strategic objectives, organizational or technological.
Matteo Andreacchio
Collaborative Solutions 