Collective wisdom is more than collective intelligence. It implies the emerging of an awareness of common need and knowledge – a connection at a fundamental level. In recent years I have become obsessed with finding ways to achieve this state in teams and corporations. I find that these organisations and teams are often divided and competitive. This book explains the rationale and the ‘how to’ for creating collective wisdom. Unlike other books on the subject, this one is not esoteric but practical; it is written in simple language, not ‘consultant – speak’.
The book is written by a consortium of four authors, Alan Briskin, Sheryl Erickson, John Ott and Tom Callanan. The excellent forward is by Peter Senge. They explain why so many of us believe that individual experts are more valuable than the group. It is shocking though not surprising to read some real examples of this failure and the human insight behind each one.
When a group descends into folly (stupidity) or even evil we obviously lose faith in the group. Most of us have experienced this failure and the disappointment that follows. However, to attribute this to the group is like throwing the baby out with the bathwater! Through awareness and practice groups can deliver wisdom that far outweighs the capacity of any individual expert. We need to do two things: avoid the pitfalls of ‘group think’ and build the capability of groups to create synergy.
I like the idea that a group can use wisdom without each member being wise or having high levels of intellectual or emotional intelligence. Together, the group can raise awareness and contribution so that individuals are changed by it and grow. I notice that many organisations are trying to work ‘individual out’(building from the individual’s development to the wider group) instead of ‘group in’(changing group behaviour which in turn affects the individuals). The ‘individual out’ strategy would take years to develop (even if people did not constantly leave and be replaced). We need wisdom now.
According to the authors, wisdom is always present and the challenge is to allow it to emerge in a shared situation. They refer to a number of skills and techniques that enable this: Deep listening, suspension of certainty, focusing on the whole instead of the parts, respect for others, having a shared purpose, accepting whatever arises and trust that there is a greater level of understanding that all can ‘tap’ into.
Collective wisdom may not be easy to achieve, but it is certainly worthwhile and the authors clearly demonstrate this. In the workplace, they point to the primary role of a leader to do those things that enable the group or organisation to develop collective wisdom. In business, collective wisdom should be the ‘holy grail’ of organization development; those possessing it will automatically transform into great organisations.
A very good book that challenges our pre-conceptions but offers pragmatic advice. I shall be using that advice in my work in future.