Kajdasz stress the critical importance of questioning and testing intuitive theories and assumptions.
In Chapter 8, Reid Hastie summarizes research into how analyses differ when carried out by groups and individuals. Understanding those differences provides opportunities to design more effective group processes. He notes that successful teams have been found to have four key features: (1) a clear, separate identity; (2) a clear purpose; (3) a structure appropriate to their tasks; and (4) a system of self-monitoring and regular feedback, allowing the team to learn from experience. Hastie notes, too, the inherent tensions between individuals and their groups—which often have both divergent and convergent goals—when trying to accommodate both the insights of individual opinions and the pressure for consensus. He shows how these tensions may be balanced differently depending on a group’s analytical task.
In Chapter 9, Catherine H. Tinsley considers the effects of social categorization on collaboration within the intelligence community. She notes that efforts to increase collaboration among agencies face the well-documented tendency for the members of any group to accentuate differences with the members of other groups. Such grouping of people into social categories has both benefits and costs that must be recognized for effective organizational design. That recognition is often hampered by the subtle ways in which groups’ culture and thinking shape their ability to understand and work with outsiders. Factors that intensify such intergroup biases include external pressures and strong or threatened group identification. Tinsley shows how awareness of these factors allows implementation of techniques that can improve collaboration, such as focusing on a higher-level group or minimizing group identification.