Article on Time.com
Repeatedly, the ones who emerged as leaders and were rated the highest in competence were not the ones who offered the greatest number of correct answers. Nor were they the ones whose SAT scores suggested they'd even be able to. What they did do was offer the most answers — period.
Repeatedly, the ones who emerged as leaders and were rated the highest in competence were not the ones who offered the greatest number of correct answers. Nor were they the ones whose SAT scores suggested they'd even be able to. What they did do was offer the most answers — period.
"Dominant individuals behaved in ways that made them appear competent," the researchers write, "above and beyond their actual competence." Troublingly, group members seemed only too willing to follow these underqualified bosses. An overwhelming 94% of the time, the teams used the first answer anyone shouted out — often giving only perfunctory consideration to others that were offered.
1 comment:
In a small group with highly competent members, the incompetent members (out-spoken or not) are quickly exposed, not within the time frame of a flawed experiment, but within one product release cycle.
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