wisdom-of-crowds

Wisdom of Crowds

The “Wisdom of Crowds” concept relies on diverse opinions, independence, and decentralization to make collective decisions more accurate and innovative. Applications like prediction markets and crowdsourcing leverage this phenomenon. While beneficial, limitations include groupthink, biased crowds, and information overload, necessitating careful consideration for optimal outcomes.

Understanding the Wisdom of Crowds

  • Origins: The concept of the wisdom of crowds was popularized by James Surowiecki in his book “The Wisdom of Crowds: Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economies, Societies, and Nations.” Surowiecki argued that under certain conditions, a diverse group’s collective intelligence could surpass the expertise of even the smartest individuals within the group.
  • Diversity of Opinions: A key premise of the wisdom of crowds is that a diverse group of people with varying perspectives and information sources can collectively generate better decisions and predictions than a single individual or a homogenous group.

Key Principles of the Wisdom of Crowds

  • Independence: Individuals’ judgments should be independent of one another, meaning that their decisions are not influenced by the opinions of others.
  • Diversity: The crowd should consist of a wide range of backgrounds, experiences, and perspectives, which contributes to a variety of viewpoints.
  • Aggregation: There should be a mechanism for aggregating individual judgments, such as averaging or voting, to produce a collective decision or prediction.

Real-World Examples of the Wisdom of Crowds

  • Stock Market: The stock market is a classic example of the wisdom of crowds in action. The collective decisions of countless investors determine stock prices, and these prices often reflect the true value of a company.
  • Prediction Markets: Platforms like PredictIt and the Iowa Electronic Markets allow participants to buy and sell shares in the outcomes of various events, from political elections to sports results. These markets often outperform expert predictions.
  • Crowdsourced Knowledge: Platforms like Wikipedia and Quora harness the collective knowledge and contributions of users to create valuable sources of information.
  • Citizen Science: In fields such as astronomy and ornithology, amateur enthusiasts have made significant contributions to scientific knowledge by reporting observations and data.

Practical Applications of the Wisdom of Crowds

  • Forecasting: Businesses can use crowd predictions for market research, demand forecasting, and product development. Governments can use them for policy decisions.
  • Problem Solving: Organizations can tap into the collective intelligence of their employees to solve complex problems, encouraging diverse perspectives and innovative solutions.
  • Innovation: Crowdsourcing ideas from employees, customers, or the public can lead to breakthrough innovations and novel solutions.
  • Risk Assessment: In fields like insurance, collective assessments of risk can be more accurate than relying on a single expert’s judgment.

Limitations and Challenges

  • Groupthink: Under certain circumstances, groups may fall victim to groupthink, where members conform to a dominant viewpoint, leading to poor decision-making.
  • Manipulation: Crowds can be manipulated or influenced, particularly in online environments where fake news and misinformation can spread.
  • Coordination Costs: Gathering and aggregating input from a crowd can be challenging and time-consuming.

Enhancing the Wisdom of Crowds

  • Diversity: Encourage diverse participation to ensure a wide range of perspectives and expertise.
  • Incentives: Provide incentives for individuals to participate honestly and contribute their true beliefs.
  • Moderation: In online environments, effective moderation can help filter out noise and maintain a productive crowd.

Key Highlights

  • Concept: The “Wisdom of Crowds” relies on diversity, independence, and decentralization for more accurate and innovative collective decision-making.
  • Factors:
    • Diversity of Opinions: A wide range of viewpoints contributes to better decisions.
    • Independence: Individual judgments are not influenced by others.
    • Decentralization: No single authority; decisions emerge from individuals or smaller groups.
    • Aggregation Mechanism: Combining individual judgments to form a collective decision.
  • Applications:
    • Prediction Markets: Using collective insights to predict outcomes, like election results.
    • Crowdsourcing: Gathering ideas, knowledge, and resources from a diverse group.
    • Open-Source Projects: Collaborative software development by a community of contributors.
  • Benefits:
    • Accuracy: Collective decisions can be more accurate than individual judgments.
    • Innovation: Diverse collaboration generates novel and creative ideas.
    • Problem-Solving: Diverse perspectives contribute to solutions for complex problems.
  • Limitations:
    • Groupthink: The tendency to conform to consensus can stifle diverse opinions.
    • Biased Crowds: Crowds may exhibit biases, affecting the quality of decisions.
    • Information Overload: Handling excessive information that may overwhelm the decision-making process.
FrameworkDescriptionWhen to Apply
CrowdsourcingCrowdsourcing: Crowdsourcing is a problem-solving approach that involves outsourcing tasks, ideas, or data collection to a large group of people, typically through an online platform. The wisdom of crowds principle suggests that aggregating the diverse opinions or contributions of a crowd can lead to more accurate predictions, solutions, or evaluations than relying on individual expertise or judgment alone. Crowdsourcing leverages the collective intelligence and diverse perspectives of participants to generate innovative ideas, identify patterns, or solve complex problems. By tapping into the wisdom of crowds, organizations can access a broader range of expertise, insights, and creativity to inform decision-making, product development, or problem-solving efforts. Recognizing the potential of crowdsourcing can help organizations harness collective intelligence and engage stakeholders in collaborative initiatives that leverage the power of the crowd to achieve shared goals or outcomes.Informing decision-making, product development, or problem-solving efforts by tapping into the collective intelligence and diverse perspectives of crowds, thus leveraging crowdsourcing to access a broader range of expertise, insights, and creativity in organizational, research, or innovation contexts where collaboration and collective problem-solving are essential for generating ideas, identifying solutions, or making informed decisions.
Prediction MarketsPrediction Markets: Prediction markets are speculative markets where participants trade contracts based on the outcome of future events, such as elections, sports events, or economic indicators. The wisdom of crowds principle suggests that aggregating the diverse opinions and beliefs of traders in prediction markets can produce accurate forecasts or predictions. Prediction markets harness the collective wisdom of participants by incentivizing them to bet on the likelihood of different outcomes, with prices reflecting the aggregated probability estimates. Prediction markets have been used to forecast election results, stock prices, and other uncertain events with a high degree of accuracy, outperforming individual experts or traditional forecasting methods in many cases. Recognizing the predictive power of prediction markets can inform decision-making, risk management, and strategic planning by providing probabilistic insights into future outcomes or trends.Providing probabilistic insights into future outcomes or trends by aggregating the diverse opinions and beliefs of traders in prediction markets, thus leveraging prediction markets to generate accurate forecasts or predictions in domains such as politics, finance, or sports betting, in decision-making, risk management, or strategic planning contexts where probabilistic forecasting can inform resource allocation, investment decisions, or competitive strategies.
Delphi MethodDelphi Method: The Delphi method is a structured forecasting technique that involves soliciting and aggregating the opinions or judgments of a panel of experts through a series of iterative surveys or rounds of feedback. The wisdom of crowds principle underlies the Delphi method, as it aims to harness the collective expertise and insights of diverse experts to generate consensus or make predictions about uncertain future events or trends. The Delphi method facilitates anonymous participation and feedback, allowing experts to express their opinions without influence from others. Through successive rounds of surveys and controlled feedback, the Delphi method seeks to converge towards a group consensus or identify areas of disagreement. The Delphi method has been used in various fields, including technology forecasting, policy analysis, and strategic planning, to gather expert opinions, explore alternative scenarios, and make informed decisions in complex or uncertain environments. Recognizing the value of the Delphi method can inform research, policy development, and decision-making processes by leveraging expert knowledge and collective intelligence to address complex problems or anticipate future developments.Gathering expert opinions, exploring alternative scenarios, or making informed decisions in complex or uncertain environments by leveraging the Delphi method to harness expert knowledge and collective intelligence, in research, policy development, or strategic planning contexts where diverse perspectives and consensus building are essential for generating insights, exploring possibilities, or making predictions about future trends or events.
Open InnovationOpen Innovation: Open innovation is a collaborative approach to innovation that involves engaging external stakeholders, such as customers, suppliers, or communities, in the innovation process. The wisdom of crowds principle is central to open innovation, as it recognizes the value of tapping into the collective knowledge, creativity, and resources of diverse participants to drive innovation and problem-solving. Open innovation platforms and initiatives invite contributions, ideas, or solutions from a broad community of stakeholders, allowing for greater diversity of perspectives and faster problem-solving. By leveraging the wisdom of crowds, organizations can access new ideas, technologies, and market insights to fuel innovation and gain a competitive edge. Open innovation practices have been adopted across various industries, including technology, healthcare, and manufacturing, to accelerate product development, improve customer engagement, and foster collaboration across organizational boundaries. Recognizing the potential of open innovation can help organizations cultivate a culture of collaboration and co-creation that harnesses the collective intelligence and creativity of crowds to drive sustainable innovation and growth.Fueling innovation, accelerating product development, or improving customer engagement by leveraging open innovation practices to tap into the collective intelligence and creativity of crowds, in technology, healthcare, or manufacturing sectors where collaboration and co-creation are essential for driving innovation and gaining a competitive edge, in organizational cultures that prioritize transparency, inclusivity, and collaboration in the innovation process.
Citizen ScienceCitizen Science: Citizen science involves engaging members of the public in scientific research or data collection activities, often through digital platforms or community-based projects. The wisdom of crowds principle is fundamental to citizen science, as it relies on the collective contributions and observations of volunteers to collect data, conduct research, or address scientific questions. Citizen science projects leverage the enthusiasm and diverse expertise of participants to expand scientific knowledge, monitor environmental changes, or solve complex problems. By involving citizens in scientific endeavors, researchers can gather large volumes of data, explore diverse research questions, and increase public engagement in science and conservation efforts. Citizen science initiatives span various disciplines, including ecology, astronomy, and public health, and provide opportunities for collaboration between scientists, communities, and policymakers. Recognizing the value of citizen science can inform research agendas, enhance data collection efforts, and promote public awareness and participation in scientific endeavors.Expanding scientific knowledge, monitoring environmental changes, or engaging the public in research by leveraging citizen science initiatives to harness the collective contributions and observations of volunteers, in ecology, astronomy, or public health domains where data collection, research, or community engagement are essential for addressing scientific questions, informing policy decisions, or raising public awareness about scientific issues.
Agile DevelopmentAgile Development: Agile development is an iterative and collaborative approach to software development that emphasizes flexibility, continuous improvement, and customer collaboration. The wisdom of crowds principle underlies agile development methodologies, as they rely on the collective insights, feedback, and contributions of cross-functional teams to deliver high-quality software products. Agile teams work collaboratively in short development cycles, prioritizing customer value, adaptability, and transparency. By leveraging the diverse perspectives and expertise of team members, agile development practices enable rapid innovation, faster time-to-market, and improved customer satisfaction. Agile methodologies, such as Scrum and Kanban, promote self-organizing teams, regular feedback loops, and iterative delivery, fostering a culture of learning and continuous improvement. Recognizing the principles of agile development can inform project management, software engineering, and organizational practices that prioritize collaboration, adaptability, and customer-centricity in product development and delivery processes.Delivering high-quality software products, fostering innovation, or improving customer satisfaction by adopting agile development practices that leverage the collective insights and contributions of cross-functional teams, in software engineering, project management, or organizational contexts where flexibility, adaptability, and customer collaboration are essential for delivering value-driven solutions and responding to changing market demands.
Collective Intelligence PlatformsCollective Intelligence Platforms: Collective intelligence platforms are digital tools or online communities that facilitate collaboration, problem-solving, and knowledge sharing among diverse participants. The wisdom of crowds principle is at the core of collective intelligence platforms, as they harness the collective knowledge, skills, and experiences of users to generate insights, solutions, or innovations. Collective intelligence platforms leverage crowdsourcing, social networking, and data analytics technologies to aggregate and analyze contributions from participants, enabling collective sensemaking, decision-making, and problem-solving. These platforms can be applied in various domains, including business innovation, civic engagement, and scientific research, to crowdsource ideas, gather feedback, or address complex challenges collaboratively. By providing accessible and inclusive spaces for collaboration and co-creation, collective intelligence platforms empower individuals and organizations to leverage the wisdom of crowds for collective problem-solving and innovation.Crowdsourcing ideas, gathering feedback, or addressing complex challenges by leveraging collective intelligence platforms to facilitate collaboration and co-creation among diverse participants, in business innovation, civic engagement, or scientific research contexts where inclusive and accessible platforms are needed for harnessing the collective knowledge, skills, and experiences of crowds to generate insights, solutions, or innovations.
Wisdom of Crowds ExperimentsWisdom of Crowds Experiments: Wisdom of crowds experiments are empirical studies or simulations that investigate the collective decision-making abilities of groups or crowds under various conditions. These experiments aim to understand how aggregating diverse opinions or judgments can lead to accurate predictions, evaluations, or decisions. Wisdom of crowds experiments often involve tasks such as estimation, problem-solving, or preference ranking, where participants’ individual judgments are aggregated or averaged to produce a collective judgment or outcome. By systematically analyzing the performance of crowds in decision-making tasks, researchers can identify factors that influence the wisdom of crowds phenomenon, such as group size, diversity, and information sharing. Wisdom of crowds experiments provide insights into the conditions under which crowdsourcing or collective intelligence mechanisms are effective and can inform the design of decision support systems, voting mechanisms, or organizational processes that leverage the wisdom of crowds for better outcomes.Understanding the collective decision-making abilities of groups or crowds by conducting wisdom of crowds experiments that investigate the factors influencing the wisdom of crowds phenomenon, in research, organizational, or policy contexts where decision support systems, voting mechanisms, or group processes are designed to leverage collective intelligence and achieve better outcomes through aggregating diverse opinions or judgments.
Collaborative FilteringCollaborative Filtering: Collaborative filtering is a recommendation method used in information retrieval and e-commerce systems to generate personalized recommendations for users based on their preferences and behaviors. The wisdom of crowds principle underlies collaborative filtering algorithms, as they aggregate user-generated ratings, reviews, or interactions to identify patterns and make predictions about users’ preferences or interests. Collaborative filtering leverages the collective wisdom of a user community to generate recommendations that reflect the aggregated preferences of similar users or items. Collaborative filtering techniques, such as user-based and item-based filtering, analyze the similarity between users or items to generate personalized recommendations, improve user satisfaction, and increase engagement. By harnessing the collective preferences and behaviors of users, collaborative filtering algorithms enable platforms to deliver targeted and relevant content, products, or services to individuals, thereby enhancing user experience and satisfaction. Recognizing the principles of collaborative filtering can inform the design of recommendation systems and personalization strategies that leverage the wisdom of crowds to deliver tailored experiences and drive user engagement and loyalty.Delivering personalized recommendations, improving user satisfaction, or increasing engagement by leveraging collaborative filtering algorithms that aggregate user-generated data to generate targeted and relevant content, in information retrieval, e-commerce, or content recommendation contexts where personalization and user engagement are essential for enhancing user experience and driving loyalty, in digital platforms or online services that aim to deliver tailored experiences based on users’ preferences and behaviors.
Swarm IntelligenceSwarm Intelligence: Swarm intelligence is a problem-solving approach inspired by the collective behavior of natural systems, such as ant colonies, bird flocks, or fish schools. The wisdom of crowds principle is fundamental to swarm intelligence, as it leverages the self-organization and decentralized decision-making abilities of groups to solve complex problems or optimize solutions. Swarm intelligence algorithms mimic the cooperative behaviors observed in biological swarms, where individuals interact locally with their neighbors and respond to environmental cues to achieve collective goals or tasks. By coordinating the actions of multiple agents or entities, swarm intelligence systems can exhibit emergent behaviors, adaptive responses, and robustness to disturbances. Swarm intelligence has applications in various domains, including optimization, robotics, and distributed computing, where decentralized and scalable solutions are needed for addressing dynamic and uncertain environments. Recognizing the potential of swarm intelligence can inform the design of decentralized algorithms, autonomous systems, and collective decision-making mechanisms that harness the wisdom of crowds to achieve scalable and adaptive solutions to complex problems.Achieving scalable and adaptive solutions to complex problems by leveraging swarm intelligence algorithms that mimic the cooperative behaviors of natural systems, in optimization, robotics, or distributed computing domains where decentralized and scalable solutions are needed for addressing dynamic and uncertain environments, in engineering, logistics, or environmental monitoring applications that require collective decision-making and coordination among autonomous agents or entities.

Connected Thinking Frameworks

Convergent vs. Divergent Thinking

convergent-vs-divergent-thinking
Convergent thinking occurs when the solution to a problem can be found by applying established rules and logical reasoning. Whereas divergent thinking is an unstructured problem-solving method where participants are encouraged to develop many innovative ideas or solutions to a given problem. Where convergent thinking might work for larger, mature organizations where divergent thinking is more suited for startups and innovative companies.

Critical Thinking

critical-thinking
Critical thinking involves analyzing observations, facts, evidence, and arguments to form a judgment about what someone reads, hears, says, or writes.

Biases

biases
The concept of cognitive biases was introduced and popularized by the work of Amos Tversky and Daniel Kahneman in 1972. Biases are seen as systematic errors and flaws that make humans deviate from the standards of rationality, thus making us inept at making good decisions under uncertainty.

Second-Order Thinking

second-order-thinking
Second-order thinking is a means of assessing the implications of our decisions by considering future consequences. Second-order thinking is a mental model that considers all future possibilities. It encourages individuals to think outside of the box so that they can prepare for every and eventuality. It also discourages the tendency for individuals to default to the most obvious choice.

Lateral Thinking

lateral-thinking
Lateral thinking is a business strategy that involves approaching a problem from a different direction. The strategy attempts to remove traditionally formulaic and routine approaches to problem-solving by advocating creative thinking, therefore finding unconventional ways to solve a known problem. This sort of non-linear approach to problem-solving, can at times, create a big impact.

Bounded Rationality

bounded-rationality
Bounded rationality is a concept attributed to Herbert Simon, an economist and political scientist interested in decision-making and how we make decisions in the real world. In fact, he believed that rather than optimizing (which was the mainstream view in the past decades) humans follow what he called satisficing.

Dunning-Kruger Effect

dunning-kruger-effect
The Dunning-Kruger effect describes a cognitive bias where people with low ability in a task overestimate their ability to perform that task well. Consumers or businesses that do not possess the requisite knowledge make bad decisions. What’s more, knowledge gaps prevent the person or business from seeing their mistakes.

Occam’s Razor

occams-razor
Occam’s Razor states that one should not increase (beyond reason) the number of entities required to explain anything. All things being equal, the simplest solution is often the best one. The principle is attributed to 14th-century English theologian William of Ockham.

Lindy Effect

lindy-effect
The Lindy Effect is a theory about the ageing of non-perishable things, like technology or ideas. Popularized by author Nicholas Nassim Taleb, the Lindy Effect states that non-perishable things like technology age – linearly – in reverse. Therefore, the older an idea or a technology, the same will be its life expectancy.

Antifragility

antifragility
Antifragility was first coined as a term by author, and options trader Nassim Nicholas Taleb. Antifragility is a characteristic of systems that thrive as a result of stressors, volatility, and randomness. Therefore, Antifragile is the opposite of fragile. Where a fragile thing breaks up to volatility; a robust thing resists volatility. An antifragile thing gets stronger from volatility (provided the level of stressors and randomness doesn’t pass a certain threshold).

Systems Thinking

systems-thinking
Systems thinking is a holistic means of investigating the factors and interactions that could contribute to a potential outcome. It is about thinking non-linearly, and understanding the second-order consequences of actions and input into the system.

Vertical Thinking

vertical-thinking
Vertical thinking, on the other hand, is a problem-solving approach that favors a selective, analytical, structured, and sequential mindset. The focus of vertical thinking is to arrive at a reasoned, defined solution.

Maslow’s Hammer

einstellung-effect
Maslow’s Hammer, otherwise known as the law of the instrument or the Einstellung effect, is a cognitive bias causing an over-reliance on a familiar tool. This can be expressed as the tendency to overuse a known tool (perhaps a hammer) to solve issues that might require a different tool. This problem is persistent in the business world where perhaps known tools or frameworks might be used in the wrong context (like business plans used as planning tools instead of only investors’ pitches).

Peter Principle

peter-principle
The Peter Principle was first described by Canadian sociologist Lawrence J. Peter in his 1969 book The Peter Principle. The Peter Principle states that people are continually promoted within an organization until they reach their level of incompetence.

Straw Man Fallacy

straw-man-fallacy
The straw man fallacy describes an argument that misrepresents an opponent’s stance to make rebuttal more convenient. The straw man fallacy is a type of informal logical fallacy, defined as a flaw in the structure of an argument that renders it invalid.

Streisand Effect

streisand-effect
The Streisand Effect is a paradoxical phenomenon where the act of suppressing information to reduce visibility causes it to become more visible. In 2003, Streisand attempted to suppress aerial photographs of her Californian home by suing photographer Kenneth Adelman for an invasion of privacy. Adelman, who Streisand assumed was paparazzi, was instead taking photographs to document and study coastal erosion. In her quest for more privacy, Streisand’s efforts had the opposite effect.

Heuristic

heuristic
As highlighted by German psychologist Gerd Gigerenzer in the paper “Heuristic Decision Making,” the term heuristic is of Greek origin, meaning “serving to find out or discover.” More precisely, a heuristic is a fast and accurate way to make decisions in the real world, which is driven by uncertainty.

Recognition Heuristic

recognition-heuristic
The recognition heuristic is a psychological model of judgment and decision making. It is part of a suite of simple and economical heuristics proposed by psychologists Daniel Goldstein and Gerd Gigerenzer. The recognition heuristic argues that inferences are made about an object based on whether it is recognized or not.

Representativeness Heuristic

representativeness-heuristic
The representativeness heuristic was first described by psychologists Daniel Kahneman and Amos Tversky. The representativeness heuristic judges the probability of an event according to the degree to which that event resembles a broader class. When queried, most will choose the first option because the description of John matches the stereotype we may hold for an archaeologist.

Take-The-Best Heuristic

take-the-best-heuristic
The take-the-best heuristic is a decision-making shortcut that helps an individual choose between several alternatives. The take-the-best (TTB) heuristic decides between two or more alternatives based on a single good attribute, otherwise known as a cue. In the process, less desirable attributes are ignored.

Bundling Bias

bundling-bias
The bundling bias is a cognitive bias in e-commerce where a consumer tends not to use all of the products bought as a group, or bundle. Bundling occurs when individual products or services are sold together as a bundle. Common examples are tickets and experiences. The bundling bias dictates that consumers are less likely to use each item in the bundle. This means that the value of the bundle and indeed the value of each item in the bundle is decreased.

Barnum Effect

barnum-effect
The Barnum Effect is a cognitive bias where individuals believe that generic information – which applies to most people – is specifically tailored for themselves.

First-Principles Thinking

first-principles-thinking
First-principles thinking – sometimes called reasoning from first principles – is used to reverse-engineer complex problems and encourage creativity. It involves breaking down problems into basic elements and reassembling them from the ground up. Elon Musk is among the strongest proponents of this way of thinking.

Ladder Of Inference

ladder-of-inference
The ladder of inference is a conscious or subconscious thinking process where an individual moves from a fact to a decision or action. The ladder of inference was created by academic Chris Argyris to illustrate how people form and then use mental models to make decisions.

Goodhart’s Law

goodharts-law
Goodhart’s Law is named after British monetary policy theorist and economist Charles Goodhart. Speaking at a conference in Sydney in 1975, Goodhart said that “any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes.” Goodhart’s Law states that when a measure becomes a target, it ceases to be a good measure.

Six Thinking Hats Model

six-thinking-hats-model
The Six Thinking Hats model was created by psychologist Edward de Bono in 1986, who noted that personality type was a key driver of how people approached problem-solving. For example, optimists view situations differently from pessimists. Analytical individuals may generate ideas that a more emotional person would not, and vice versa.

Mandela Effect

mandela-effect
The Mandela effect is a phenomenon where a large group of people remembers an event differently from how it occurred. The Mandela effect was first described in relation to Fiona Broome, who believed that former South African President Nelson Mandela died in prison during the 1980s. While Mandela was released from prison in 1990 and died 23 years later, Broome remembered news coverage of his death in prison and even a speech from his widow. Of course, neither event occurred in reality. But Broome was later to discover that she was not the only one with the same recollection of events.

Crowding-Out Effect

crowding-out-effect
The crowding-out effect occurs when public sector spending reduces spending in the private sector.

Bandwagon Effect

bandwagon-effect
The bandwagon effect tells us that the more a belief or idea has been adopted by more people within a group, the more the individual adoption of that idea might increase within the same group. This is the psychological effect that leads to herd mentality. What in marketing can be associated with social proof.

Moore’s Law

moores-law
Moore’s law states that the number of transistors on a microchip doubles approximately every two years. This observation was made by Intel co-founder Gordon Moore in 1965 and it become a guiding principle for the semiconductor industry and has had far-reaching implications for technology as a whole.

Disruptive Innovation

disruptive-innovation
Disruptive innovation as a term was first described by Clayton M. Christensen, an American academic and business consultant whom The Economist called “the most influential management thinker of his time.” Disruptive innovation describes the process by which a product or service takes hold at the bottom of a market and eventually displaces established competitors, products, firms, or alliances.

Value Migration

value-migration
Value migration was first described by author Adrian Slywotzky in his 1996 book Value Migration – How to Think Several Moves Ahead of the Competition. Value migration is the transferal of value-creating forces from outdated business models to something better able to satisfy consumer demands.

Bye-Now Effect

bye-now-effect
The bye-now effect describes the tendency for consumers to think of the word “buy” when they read the word “bye”. In a study that tracked diners at a name-your-own-price restaurant, each diner was asked to read one of two phrases before ordering their meal. The first phrase, “so long”, resulted in diners paying an average of $32 per meal. But when diners recited the phrase “bye bye” before ordering, the average price per meal rose to $45.

Groupthink

groupthink
Groupthink occurs when well-intentioned individuals make non-optimal or irrational decisions based on a belief that dissent is impossible or on a motivation to conform. Groupthink occurs when members of a group reach a consensus without critical reasoning or evaluation of the alternatives and their consequences.

Stereotyping

stereotyping
A stereotype is a fixed and over-generalized belief about a particular group or class of people. These beliefs are based on the false assumption that certain characteristics are common to every individual residing in that group. Many stereotypes have a long and sometimes controversial history and are a direct consequence of various political, social, or economic events. Stereotyping is the process of making assumptions about a person or group of people based on various attributes, including gender, race, religion, or physical traits.

Murphy’s Law

murphys-law
Murphy’s Law states that if anything can go wrong, it will go wrong. Murphy’s Law was named after aerospace engineer Edward A. Murphy. During his time working at Edwards Air Force Base in 1949, Murphy cursed a technician who had improperly wired an electrical component and said, “If there is any way to do it wrong, he’ll find it.”

Law of Unintended Consequences

law-of-unintended-consequences
The law of unintended consequences was first mentioned by British philosopher John Locke when writing to parliament about the unintended effects of interest rate rises. However, it was popularized in 1936 by American sociologist Robert K. Merton who looked at unexpected, unanticipated, and unintended consequences and their impact on society.

Fundamental Attribution Error

fundamental-attribution-error
Fundamental attribution error is a bias people display when judging the behavior of others. The tendency is to over-emphasize personal characteristics and under-emphasize environmental and situational factors.

Outcome Bias

outcome-bias
Outcome bias describes a tendency to evaluate a decision based on its outcome and not on the process by which the decision was reached. In other words, the quality of a decision is only determined once the outcome is known. Outcome bias occurs when a decision is based on the outcome of previous events without regard for how those events developed.

Hindsight Bias

hindsight-bias
Hindsight bias is the tendency for people to perceive past events as more predictable than they actually were. The result of a presidential election, for example, seems more obvious when the winner is announced. The same can also be said for the avid sports fan who predicted the correct outcome of a match regardless of whether their team won or lost. Hindsight bias, therefore, is the tendency for an individual to convince themselves that they accurately predicted an event before it happened.

Read Next: BiasesBounded RationalityMandela EffectDunning-Kruger EffectLindy EffectCrowding Out EffectBandwagon Effect.

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