Spreadthink: Explaining ineffective groups

Extended testing of the performance of small groups working with complex issues has revealed the pervasive existence of a phenomenon which is here named ‘Spreadthink’. This phenomenon accounts for worldwide ineffectiveness of groups of people trying to work together to resolve complex issues under conditions that neither recognize nor compensate for Spreadthink. Since Spreadthink is an immobilizing phenomenon, it deserves widespread attention and appropriate compensatory action by leaders, managers and administrators wherever complex issues are under serious consideration in organizations. Concurrent with the testing that uncovered and documented Spreadthink, measures that can be taken to overcome the effects of Spreadthink have been tested. The evidence that would prove the effectiveness of these measures is equal in extent, but 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 situation, the system of management called interactive management provides the capability to overcome it in that situation.