MIT Sloan Management Review

Social networks provide greater access to information, which improves people’s judgment and decision making, right? Not always, according to some recent research.

There’s no sense in denying it: interpreting weak signals into useful decision making takes time and focus. These three stages can help you see the periphery—and act on it—much more clearly.

Companies now have unprecedented access to data and sophisticated technology that can inform decisions as never before. How successful are they at helping forecast what customers want to watch, listen to and buy?

Insiders often find their opinions carry very little weight. Even data from competitors can seem superior.

Information markets, wikis and other applications that tap into the collective intelligence of groups have recently generated tremendous interest. But what”s the reality behind the hype?

It often seems that changes and threats come out of nowhere – until we learn later that the signals were there all along and we just didn”t read them correctly. One step toward reading them better is understanding why we misinterpret them in the first place.

Informal decision networks – both within teams and throughout organizations – can systematically bias the way decisions are framed and carried out. Here”s how to build your networks right.

Assessment tools for better-informing decisions have proliferated. Here's an insider's guide to prediction and recommendation techniques and technologies.

People aren't stupid – they just often act that way. Noted behavioral economist Dan Ariely explains what that should mean for strategists.