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  • How companies are getting collaboration wrong

    The Wall Street Journal - 05/19/2015

    “We just get caught up in our own gospel around collaboration,” says Ethan Bernstein, an assistant professor of organizational behavior at Harvard Business School, and a coauthor of the paper, with Dr. Shore and David Lazer of Northeastern University.

    The researchers broke down problem-solving into two parts — gathering facts about a situation and devising solutions. Roughly 400 undergraduate participants were divided into groups of 16 people each and played an online game developed by the Defense Department that simulated predicting a pending terrorist attack. Some of those groups were what the researchers called “clustered,” or connected to each other in a clear team structure. Other groups were less connected, with workers essentially communicating with one or two people, and information was not shared among the entire group.

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