Published by:
Harvard Business Publishing
Length: 4 pages
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https://casecent.re/p/73864
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Abstract
Co-operating groups tasked with a problem are better than even the group''s best problem-solver functioning alone. Yet far too often a leader fails to ask for input from team members - or team members themselves relinquish problem-solving to the leader. In this article, psychologist Robert B Cialdini, author of ''Influence: Science and Practice'', illustrates how such errors lead to bad choices, flawed solutions, and avoidable errors - and makes recommendations for staying on track to get the best results from your group.
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Abstract
Co-operating groups tasked with a problem are better than even the group''s best problem-solver functioning alone. Yet far too often a leader fails to ask for input from team members - or team members themselves relinquish problem-solving to the leader. In this article, psychologist Robert B Cialdini, author of ''Influence: Science and Practice'', illustrates how such errors lead to bad choices, flawed solutions, and avoidable errors - and makes recommendations for staying on track to get the best results from your group.