SPREADTHINK - EXPLAINING INEFFECTIVE GROUPS

Extended testing of the performance of small groups working with compl ex issues has revealed the pervasive existence of a phenomenon which i s here named 'Spreadthink'. This phenomenon accounts for worldwide ine ffectiveness of groups of people trying to work together to resolve co mplex issues under conditions that neither recognize nor compensate fo r Spreadthink. Since Spreadthink is an immobilizing phenomenon, it des erves widespread attention and appropriate compensatory action by lead ers, managers and administrators wherever complex issues are under ser ious consideration in organizations. Concurrent with the testing that uncovered and documented Spreadthink, measures that can be taken to ov ercome the effects of Spreadthink have been tested. The evidence that would prove the effectiveness of these measures is equal in extent, bu t much less quantitative in nature than the evidence that supports the presence of Spreadthink. Nevertheless, a significant case can be made to the effect that if Spreadthink can be overcome in a particular sit uation, the system of management called interactive management provide s the capability to overcome it in that situation.