Journal of Experiential Education, The: Wisdom of Crowds: Why the Many Are Smarter than the Few, and

Surowiecki, J. (2004). The Wisdom of Crowds: Why the Many Are Smarter than the Few, and How Collective Wisdom Shapes Business, Economies, Societies, and Nations. New York: Doubleday. 296 pages. ISBN 0-385-50386-5.

I finished reading The Wisdom of Crowds just as the 2004 U.S. presidential race came to an end. It was apt timing. My children were devastated by the results and were questioning the democratic process. I could see them losing faith in the system and in the judgment of the masses. I, too, was starting to question the wisdom of our electorate.

Thankfully, James Surowiecki's book, a celebration of the common man and woman, is a good antidote to the cynicism that was running through my family and which is rampant in many sectors of our society. In The Wisdom of Crowds, his theme is that "groups are remarkably intelligent," and that "chasing the expert is a mistake, and a costly one at that. We should ... ask the crowd." Surowiecki reinvigorated my confidence in the masses.

Confidence in groups isn't new to experiential and adventure professionals, who generally work with, and celebrate, teams. The initiative we commonly use called "survivor," in which individuals seldom score as well as the group as a whole, is a demonstration of the power of groups. While the book may help us become more optimistic, or less cynical about groups, the real question for experiential educators is: Does the book help practitioners and our field?

Thankfully, Surowiecki's well-written book also helps inform our work. The Wisdom of Crowds provides a template to look at common problems, and it suggests circumstances under which groups will be more successful in dealing with them. Surowiecki lays out three kinds of problems: cognition, coordination, and cooperation. This is helpful, but where the book is most useful is when it identifies the conditions that can create wise crowds.

According to the author, there are four of these conditions: (a) diversity of opinion, (b) independence (individuals' opinions are not determined by the opinions of others), (c) decentralization (specialized and local knowledge informs individuals), and (d) aggregation (there is a method that can turn private judgment into a collective decision). When we work with groups we will be wise to ensure these conditions exist. And we need to help groups and teams learn to understand and create these conditions on their own.

Because diversity and independence are so important, Surowiecki believes that consensus is not the way to get the best decisions. While he does not directly address the process of brainstorming, based on these conditions it is safe to say that he would also reject this method of creative problem-solving (more evidence that nominal group process, or normative brainstorming, is probably a superior technique).

Some readers may find Surowiecki's portrayal of the process of how the masses make good decisions to be too close to Adam Smith's "invisible hand" of capitalism. And indeed, many of his examples (gambling, stock market, mass media, etc.) are from the business sector. However, he also pulls fascinating examples from political science, military, and aviation safety.

While there is much to celebrate in The Wisdom of Crowds, it is not a great book. I would not rush out to buy it. It is not a must read. In fact, I am not even sure it deserves to be a whole book. There is a lot of repetition. The first 100 pages lay out most of his argument, the second half of the book contains examples that feel more like separate articles. It ends abruptly; it feels like a summary is missing.

But The Wisdom of Crowds is definitely an interesting read; very well written and largely entertaining. It is a book that can be mined for nuggets of wisdom, helpful to our practice. So, even if it isn't purchased, The Wisdom of Crowds is definitely worth checking out at the library or from a friend. There are rich "take-aways" that can help inform the practice of experiential education, therapy, and development. And perhaps after the 2004 election, it can even help put back your faith in the masses!

Todd Miner is the Lindseth Executive Director of Cornell Outdoor Education, Cornell, NY. E-mail: tm49@cornell.edu