Guiding Effective Group Decision-Making Strategies
The Big Problem
Most leaders gather sharp people and still watch meetings glide toward quick consensus, thin debate, and later rework, a pattern that classic groupthink explains well.1 Teams also overemphasize facts everyone shares while unique insights sit silent, a phenomenon that hidden-profile studies document again and again.2 Psychological safety is often the missing oxygen, because people raise risks and uncertainty when they expect candor to be rewarded rather than punished.3 Groups perform closer to their potential when meetings balance turn-taking and social sensitivity. These habits help the right expertise reach the table at the right moment.4 The practical goal is a room that thinks independently before it speaks together, records what matters, and learns on schedule.
About the Author
Adam Boros
Adam studied at the University of Toronto, Faculty of Medicine for his MSc and PhD in Developmental Physiology, complemented by an Honours BSc specializing in Biomedical Research from Queen's University. His extensive clinical and research background in women’s health at Mount Sinai Hospital includes significant contributions to initiatives to improve patient comfort, mental health outcomes, and cognitive care. His work has focused on understanding physiological responses and developing practical, patient-centered approaches to enhance well-being. When Adam isn’t working, you can find him playing jazz piano or cooking something adventurous in the kitchen.
