James Suroweicki says:
"...... if you can assemble a diverse group of people who possess varying degrees of insight and knowledge, you are better of entrusting it with major decisions rather than leaving them in the hands of one or two people no matter how smart those peopl are....... there is no real evidence that one can become expert in something as broad as 'decision making' or 'policy' or 'strategy'. Auto repair, Piloting, Skiing, perhaps even management: these are skills that yield to application, hardwork and make him talent. But forecasting an uncertain future and deciding the best course of action in the face of that future or much less likely to do so."
Source: James Suroweicki, (2004), The Wisdom of Crowds - Why the many are smarter than few, Random House.
"...... if you can assemble a diverse group of people who possess varying degrees of insight and knowledge, you are better of entrusting it with major decisions rather than leaving them in the hands of one or two people no matter how smart those peopl are....... there is no real evidence that one can become expert in something as broad as 'decision making' or 'policy' or 'strategy'. Auto repair, Piloting, Skiing, perhaps even management: these are skills that yield to application, hardwork and make him talent. But forecasting an uncertain future and deciding the best course of action in the face of that future or much less likely to do so."
Source: James Suroweicki, (2004), The Wisdom of Crowds - Why the many are smarter than few, Random House.
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