Indeed, research has shown that it is entirely natural for decision-making groups, whatever their motivations and guidelines, to tend to suppress information flow, have extreme attitudes, make extreme judgments, be inflexible in adapting their approach to changing circumstances, and--despite all that--have great confidence in their decisions.

FORBES

Argyris described a method for improving the thinking and decision-making of executive groups that involved engaging them both collectively and individually as a coach-facilitator, giving them feedback, challenging their thinking and using focused exercises to help them reflect on how they operate.

FORBES

Differences in health status between the groups account for part of this disparity, but consumer decision-making is, we've found, also a major factor.

WSJ: Mitch Daniels: Hoosiers and Health Savings Accounts